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Insolvency: Should a director back a struggling business?
Insolvency: Should a director back a struggling business?
Tyrone Courtman, Partner, Cooper Parry
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Reverse takeover: the transformation of RAP plc into K3 Business Technology Group plc
Andy Makeham CEO, K3 Business Technology Group plc
Andy Makeham CEO, K3 Business Technology Group plc






Outsourcing your procurement function
Moray Reid, Supply Chain and Procurement Offerings Leader, IBM
Moray Reid, Supply Chain and Procurement Offerings Leader, IBM

Overcoming challenges faced during a recession
John Summerhill, Managing Director, The European Design Centre
John Summerhill, Managing Director, The European Design Centre


Knowledge Peers guide to director’s Responsibilities in the downturn
Chris Dines, CEO, Knowledge Peers
Chris Dines, CEO, Knowledge Peers

Whistle blowing: Advice for employees and their employers
Michael Potts, Partner, Byrne and Partners
Michael Potts, Partner, Byrne and Partners





Importance of communicating with clients in a downturn
Neishaa Gharat, Creative Catalyst, Karma Ventures
Neishaa Gharat, Creative Catalyst, Karma Ventures





Poor business planning and business distress
Lisa Porter, Knowledge Centre Director, Knowledge Peers Plc
Lisa Porter, Knowledge Centre Director, Knowledge Peers Plc



The role of the Business Turnaround Director (or Company Doctor)
Lisa Porter, Knowledge Centre Director, Knowledge Peers Plc
Lisa Porter, Knowledge Centre Director, Knowledge Peers Plc


Things that go wrong in entrepreneurial businesses: Introduction - the 6 M's
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners

Things that go wrong in entrepreneurial businesses: Wrong Match
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners

Things that go wrong in entrepreneurial businesses: Poor Business Model
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners

Things that go wrong in entrepreneurial businesses: Weak Marketing
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners

Things that go wrong in entrepreneurial businesses: Inferior Management
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners

Things that go wrong in entrepreneurial businesses: Emotional Attachment
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners

Things that go wrong in entrepreneurial businesses: Money Matters
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners

Turning around a Football Club: Why buy a football club?
Stephen Browett, CEO, Farr Vintners
Stephen Browett, CEO, Farr Vintners



Two months from insolvency: What do directors need to know?
Jamie Constable, Partner, RCapital
Jamie Constable, Partner, RCapital

Two months from insolvency: Can private equity help?
Jamie Constable, Partner, RCapital
Jamie Constable, Partner, RCapital

Business turnaround challenges: An introduction
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP

Business turnaround challenges: CEOs in denial
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP

Business turnaround challenges: Understanding the business
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP

Business turnaround challenges: Cash management
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP

Business turnaround challenges: Taking timely action
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP

Business turnaround challenges: What can happen
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP

Insolvency: Who decides when a company goes into administration?
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry

Insolvency: Notice of intention to appoint
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry

Insolvency: Directors' considerations
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry

Insolvency: When is a CVA appropriate?
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry

Insolvency: When is a director personally liable?
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry

Insolvency: Avoiding wrongful trading
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry

Insolvency: Should a director back a struggling business?
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry

Insolvency case studies: When a customer saves the business
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry

Insolvency case studies: A wholesale nursery business
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry

Insolvency case studies: When a freehold business is an asset
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry

Insolvency case studies: Successful administration of a nightclub
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
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Tyrone Courtman is the head of Cooper Parry's business recovery and insolvency services practice. He specialises in helping businesses in the £1m - £50m turnover range to survive. Tyrone ponders the question of whether directors should back a struggling business with their own money. |