Corporate Restructuring and Business Recovery Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Finance Directors, Treasury Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-FM-106

Before you join: Participants should understand core financial statements, budgeting, cash flow reporting and basic corporate finance terminology.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Corporate distress rarely begins with a formal insolvency filing. It appears first in missed covenant tests, stretched suppliers, delayed payroll decisions, unreliable forecasts, loss-making contracts and declining stakeholder confidence. Finance leaders must distinguish a temporary liquidity squeeze from structural failure, establish the true cash position quickly, and make defensible choices on cost reduction, refinancing, asset sales, operational repair or formal restructuring. International operations add creditor priorities, legal jurisdiction, currency exposure, tax considerations and cross-border stakeholder coordination.

This course equips participants to assess financial distress, build a short-term liquidity plan, conduct a business review, and develop a credible recovery case. Participants examine 13-week cash forecasting, working-capital interventions, independent business reviews, viability assessments, turnaround planning, debt restructuring, distressed M&A and insolvency decision points. They learn how to assess stakeholder positions, prepare recovery proposals, test scenarios, identify value-preserving actions and monitor implementation against cash, operational and covenant milestones.

Teaching combines concise technical briefings with financial-distress cases, facilitated group analysis, negotiation simulations and structured application planning. Participants work with realistic scenarios involving a cash-constrained manufacturer, a debt-burdened infrastructure contractor and an international business facing creditor pressure. They leave with a practical business recovery toolkit containing a cash forecast model, diagnostic framework, stakeholder map, recovery-plan structure and implementation scorecard that can be adapted to active assignments.

The course suits finance, treasury, credit, restructuring, risk and operational leaders who contribute to decisions before, during or after a business recovery process. It is also relevant to advisers, lenders and investors assessing distressed counterparties or supporting rescue transactions.

What you will be able to do

  • Assess financial distress using liquidity, solvency, profitability and covenant indicators
  • Build a 13-week rolling cash forecast from operational cash drivers
  • Conduct an independent business review using commercial, financial and operational evidence
  • Develop a recovery plan with quantified actions, owners and milestones
  • Evaluate debt restructuring options using stakeholder priorities and scenario analysis
  • Prepare a working-capital intervention plan for immediate cash preservation
  • Structure a creditor communication pack supported by credible financial evidence
  • Apply implementation controls through recovery scorecards, governance and escalation routes

Benefits of attending

For you

  • Recognise early warning signs before liquidity pressure becomes a formal crisis
  • Produce cash forecasts that support urgent funding and payment decisions
  • Contribute credibly to lender, creditor and board restructuring discussions
  • Assess whether operational actions create measurable cash and profit improvement
  • Build a practical recovery plan for distressed business units or counterparties

For your organisation

  • Earlier identification of cash shortfalls, covenant pressure and funding gaps
  • More reliable short-term forecasts for boards, lenders and turnaround advisers
  • Faster working-capital actions that protect payroll, suppliers and critical operations
  • Better structured recovery proposals supported by quantified assumptions and milestones
  • Clearer governance for restructuring decisions, stakeholder communications and implementation

Course modules

10 modules over 5 days

Participants can identify financial distress signals and define an evidence-based recovery agenda.

  • Distinguishing liquidity pressure, solvency failure and underlying economic distress
  • Early warning indicators from margins, cash conversion and covenant headroom
  • Altman Z-score strengths, limitations and appropriate interpretation
  • Stakeholder mapping for lenders, suppliers, employees, regulators and shareholders
  • Materiality assessment separating immediate threats from longer-term performance issues
  • Recovery objectives aligned to value preservation, continuity and creditor confidence

Participants can build and govern a short-term cash plan during acute liquidity pressure.

  • 13-week rolling cash forecast built from receipts, payroll and supplier data
  • Direct-method forecasting assumptions for collections, payments and tax liabilities
  • Daily cash-control routines, payment prioritisation and approval thresholds
  • Working-capital bridge linking operational drivers to weekly liquidity movements
  • Scenario testing for delayed collections, demand shocks and funding withdrawals
  • Cash preservation actions ranked by timing, value and execution risk

Participants can structure a business review that tests the credibility of management forecasts.

  • Independent business review scope covering market, operations, finance and management
  • Normalising EBITDA for exceptional items, owner costs and accounting distortions
  • Quality-of-earnings analysis testing revenue recognition, margins and customer concentration
  • Market assessment using PESTLE, Porter's Five Forces and competitor benchmarking
  • Forecast challenge through base, downside and severe-downside scenarios
  • Viability assessment linking strategic assumptions to liquidity and solvency outcomes

Participants can convert diagnostic findings into quantified operational recovery actions.

  • Turnaround plan design using cash, profit, service and capacity priorities
  • Zero-based cost review identifying discretionary, structural and protected expenditure
  • Process mapping exposes bottlenecks, rework, inventory accumulation and control failures
  • SKU and customer profitability analysis identifies value-destructive trading activity
  • Procurement savings assessed for cash timing, supply continuity and implementation cost
  • Operational milestones linked to accountable owners, dates and financial benefits

Participants can evaluate restructuring options against liquidity needs and stakeholder interests.

  • Capital structure review of secured debt, unsecured debt and shareholder funding
  • Debt-service capacity assessed through cash flow, covenants and downside scenarios
  • Amend-and-extend proposals compared with refinancing, equitisation and asset disposals
  • Covenant reset mechanics, waiver requests and information undertakings
  • Priority waterfall analysis for secured creditors, unsecured creditors and shareholders
  • Recovery valuation distinguishes enterprise value from creditor recovery value

Participants can identify legal and governance issues requiring timely specialist advice.

  • Directors' duties considered when insolvency risk becomes reasonably foreseeable
  • Insolvency triggers, filing requirements and creditor enforcement rights
  • UNCITRAL Model Law principles for cross-border insolvency recognition
  • Security packages reviewed for ranking, guarantees and enforcement constraints
  • Related-party transactions assessed for conflicts, valuation and disclosure requirements
  • Restructuring governance defines decision rights, reporting cadence and adviser roles

Participants can assess transaction routes that preserve value during financial distress.

  • Distressed sale processes balance speed, price certainty and execution risk
  • Pre-pack transaction concepts, advantages and stakeholder concerns
  • Asset disposal analysis compares proceeds, stranded costs and operating consequences
  • Buyer due diligence focuses on cash generation, liabilities and continuity
  • Valuation methods include discounted cash flow, multiples and liquidation analysis
  • Transaction communications protect confidential information while sustaining bidder interest

Participants can prepare evidence-led communications for creditors and other critical stakeholders.

  • Stakeholder communication plan separates confidential, market-sensitive and operational information
  • Creditor presentation structure explains causes, cash needs and recovery actions
  • Negotiation preparation identifies interests, alternatives, concessions and reservation points
  • Standstill agreements considered against enforcement risk and information obligations
  • Supplier engagement prioritises critical vendors, payment proposals and continuity assurances
  • Employee communications address uncertainty, consultation duties and operational continuity

Participants can establish governance, reporting and escalation for recovery-plan delivery.

  • Recovery plan architecture links initiatives, financial impacts, owners and dependencies
  • Integrated business plan reconciles operations, cash flow and funding requirements
  • Weekly performance dashboards track liquidity, trading, milestones and covenant headroom
  • Benefits tracking distinguishes realised cash, forecast savings and one-off costs
  • Risk register assigns mitigation actions, triggers and escalation responsibilities
  • Board reporting focuses on decisions, variances, risks and required interventions

Participants can prioritise recovery actions and create a structured application plan.

  • Diagnostic findings converted into a prioritised recovery action portfolio
  • Ninety-day action plan sequences liquidity, operational and stakeholder interventions
  • RACI matrix clarifies accountability for recovery-plan execution and reporting
  • Assumption log records evidence, uncertainty, ownership and review dates
  • Decision calendar schedules lender updates, board approvals and operational reviews
  • Personal application plan identifies immediate workplace actions and support required

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. 13-week rolling cash forecast template
  2. Independent business review framework
  3. Business recovery plan template
  4. Creditor stakeholder mapping matrix
  5. Debt restructuring options model
  6. Recovery implementation scorecard

Who should attend

  • Finance Directors — responsible for liquidity decisions and recovery funding choices
  • Treasury Managers — managing short-term cash visibility, facilities and covenant headroom
  • Financial Controllers — producing reliable forecasts, reporting and recovery performance data
  • Credit and Risk Managers — assessing borrower distress and restructuring proposals
  • Turnaround and Restructuring Managers — coordinating financial and operational recovery actions
  • Commercial and Operations Leaders — delivering cost, working-capital and service improvements

Skills and tools covered

Distress diagnosisCash flow forecastingRecovery planningDebt restructuringCreditor negotiationTurnaround governance

Tools and standards

13-week rolling cash forecast, Altman Z-score, Independent Business Review, UNCITRAL Model Law on Cross-Border Insolvency

How the course runs

Training methodology

The course uses short instructor briefings to establish restructuring concepts, followed by case work using financial statements, cash data, creditor claims and operational performance information. Participants analyse distress signals, build forecast assumptions, compare recovery options and prepare stakeholder responses in small groups. Negotiation simulations examine lender, supplier and shareholder priorities. Facilitated discussion tests the quality of assumptions and evidence. Individual application planning converts course methods into actions for a current business unit, client, borrower or investment case.

Requirements and prerequisites

Participants should understand core financial statements, budgeting, cash flow reporting and basic corporate finance terminology. Experience in finance, treasury, credit, risk, operations or business planning is useful, particularly where participants review management accounts or contribute to funding decisions. The course assumes confidence interpreting income statements, balance sheets and cash flow information. Prior restructuring, insolvency, legal or investment-banking experience is not required. Participants do not need to bring live company data, although a non-confidential business challenge can help focus their application planning.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should be comfortable reading financial statements, budgets and cash flow reports. Previous work in insolvency, restructuring or corporate finance is not required.

Bring a calculator or spreadsheet-enabled laptop if permitted by the delivery venue. A non-confidential example of a cash, funding or recovery challenge may also help with application planning.

The course is designed for finance, treasury, credit, risk, turnaround and operations professionals involved in distressed businesses or counterparties. It is particularly relevant to managers who must support lenders, boards or recovery advisers with reliable analysis.

This course focuses on financial diagnosis, cash control, recovery planning, stakeholder management and implementation. It addresses legal and insolvency decision points, but it does not provide jurisdiction-specific legal advice or professional legal qualification.

Participants can use the forecasting, diagnostic, stakeholder and governance templates for business units, borrowers, suppliers or portfolio companies. The methods support both early intervention and structured recovery work.

The programme contains ten teaching modules delivered in sequence across five training days, each running from 08:30 to 16:30. Time is divided between instruction, case analysis, group work, simulations and application planning, with approximately 6.5 contact hours per day.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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