Picture the scene: the director of a corporation, already pressured by declining sales and supply-chain issues, receives a visit from the CFO. Her news isn’t good. The numbers show that sales are down for the third straight quarter. How the director responds at this moment will be critical for the business’s future.

But even when presented with proof of declining sales, a business owner, for reasons that can be entirely human or simply muddled by the daily uncertainties of the business world, may delay making the kind of decisions needed to stave off financial disaster. “Perhaps it’s just a short-term blip,” the owner may think, or “we need to beef up our sales team” — anything to put off the more painful choices of laying off workers or taking some other severe action to cut costs.

Full Access

Create an account to access the full D&O Guide to Restructuring.


Already have an account?