Energy

The energy sector doesn't fail slowly.

When oil prices collapse or a well runs dry or a refinery hits cost overruns, you measure the clock in days, not quarters. The math stops working. The lenders start calling. And everyone who said they'd stick around suddenly has somewhere else to be.

We've seen it. The $300 million bondholder watching futures go negative for the first time in history. The petrochemical refinery burning through millions past its budget. The exploration company with a thousand producing wells and a $26 million gap between what the reserves say and what the market will pay.

Energy companies operate on leverage and timing. When commodity prices shift, when regulations tighten, when the calculation changes between what it costs to pull something out of the ground and what someone will pay for it -that's when the phone rings.

Here's what most advisors miss: energy businesses aren't just financial models. They're physical operations with wells that need monitoring, equipment that requires maintenance, and safety standards that don't pause during a restructuring. You can't fix a drilling operation from a conference room in Manhattan.

Our people have run these companies. Not advised them -run them. They've been interim CEOs of oilfield services operations, managed wind-down of publicly traded partnerships, navigated Chapter 11 while keeping wells producing and crews safe. They know the difference between a reserve base lending redetermination and a borrowing base report because they've had to defend both.

When an oil and gas exploration company misses an interest payment and the bank syndicate wants answers in three weeks, theory doesn't help. When a private equity-backed venture realizes its high-cost wells are bleeding cash and the runway is measured in weeks, you need someone who understands both the pressure at the wellhead and the pressure in the boardroom.

We've sold drilling assets that market professionals said would fetch seven million for over twenty-two million. We've taken companies through Chapter 7, recovered diverse assets, and gotten unsecured creditors paid in full. We've restructured debt, spun off intellectual property to reduce exposure, and negotiated with everyone from bondholders to secured lenders to regulators.

The energy business runs on two things: what's in the ground and what you can sell it for. When that equation breaks, you need people who understand the geology, the engineering, the finance, and the fourteen ways a company can restructure or wind down while protecting stakeholders.

We don't do this work from a distance. Our professionals move to where the operations are, get their hands on the actual business, understand the real constraints. Because in energy, every second counts. And you only get one chance to put out the fire before everyone gets burned.

The energy transition is real. Alternative fuels, wind, solar, carbon management -these aren't side projects anymore. But they follow the same rules: capital intensity, commodity exposure, operational complexity, regulatory scrutiny. The new energy economy will create the same crises as the old one, just with different assets on the balance sheet.

When your energy company is in distress, you need restructuring professionals who've actually operated in your world. Not consultants. Not theorists. People who've held the chair.

That's what we do.

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