Financial Services & Real Estate

Money doesn't care about your intentions.

It moves according to covenants and capital requirements and market conditions that shift while you're sleeping. When your business is built on leverage and liquidity, the distance between thriving and dying is measured in basis points and cash flow projections that suddenly don't hold.

We understand this terrain because we've walked it.

MACCO works at the intersection where capital markets meet real operations. Where a commodity brokerage can generate $175 million in annual revenue and still face existential risk from frozen accounts. Where a real estate portfolio can hold valuable assets but bleed cash faster than NOI can recover. Where a bank's workout group needs someone who speaks their language and the borrower's language and can translate between the two before everything collapses.

The fire in financial services burns differently.

It's regulatory. It's relational. It's about minimum capital requirements and NFA compliance and CFTC regulations that don't pause while you figure out your forbearance agreement. It's about lenders who've stopped trusting your word and borrowers who've stopped trusting their own numbers.

That commodity broker? Overleveraged with bank over-advances, a year of failed negotiations, credibility destroyed. The lender had $22.5 million at risk and started freezing cash accounts. For a regulated entity with unencumbered capital requirements, that's not just a problem. That's the end.

We negotiated the forbearance. Built the thirteen-week cash flow that told the truth. Became the liaison that reestablished trust. Within weeks, the accounts were unfrozen. Within months, they hit record revenue and built an eight-figure cash balance.

The international real estate company operated from two countries with declining NOI and debt they couldn't service. Properties needed capital they didn't have. Management was fragmented across borders.

We analyzed every property. Ran multiple scenarios. Sold four properties for ten million each. Paid down twenty million in debt. Refinanced the rest at 250 basis points lower. Invested twelve million in new construction that was pre-sold before groundbreaking for a 300% return.

When an energy lending group faced $145 million in exposure to a defaulting E&P producer, they needed more than financial analysis. They needed operational assessment, reserve studies, liquidity evaluation, and a comprehensive plan that included options they didn't want to consider but had to.

We gave them six recommendations and three paths forward. No chapter eleven filing. No drawn-out litigation. Just clear options based on what the numbers actually said.

Banking relationships, commercial real estate, residential portfolios, commodity futures trading, crypto ventures, legal services management, business development—the domain matters less than you think.

What matters is the ability to see clearly when everyone else is clouded by attachment.

We recently formed a strategic alliance with Algon Group, bringing over five billion dollars in real estate and hospitality restructuring expertise to our middle-market approach. Together we're the team that handles the assignments other firms won't touch. The ones where the stakes are too high and the timeline too compressed and the stakeholders too fractured.

Financial services and real estate demand precision under pressure. They demand fluency in both operational reality and financial structure. They demand someone who can walk into a bank's workout group, understand what they need to hear, then walk into the borrower's office and understand what needs to change.

We don't study the problem. We fix it.

Because when your lender is on the phone and your covenants are breached and your regulatory capital is at risk, there's no time for another analysis.

There's only time to act.

‍