ADVISORY

Our Merger & Acquisitions specialist expertise is demonstrated through more than two decades of helping corporates and their owners generate value.

Find out more about M&A and Strategic Advisory

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From our decision to pursue this exit route, it was achieved in under 4 months….a strong testament to the professionalism of the advisory team involved….

Managing Partner mid-cap private equity fund

Case Study

Asked to advise an established private equity fund on the exit of its joint-controlling shareholding in a leading healthcare services company, David Hill managed a dual-track exit process, attracting competing offers from notable private equity and UHNW investors. It culminated

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If you’re looking to grow by acquisition, or require additional capital to fund organic growth or as part of a refinancing, ReSolve can advise you on optimal sources of capital.  Our equity capital raising team will help you to prepare and access capital.

Find out more about Equity Advisory and Capital Raising

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The significant investment constitutes a powerful acknowledgement of the outstanding progress made and milestones achieved since the IPO...

Chairman, International Company

Case Study

Essex-based Proficient Security specialises in providing security services to a range of clients including Embassies, HNWIs, construction and education firms, with a £5m yearly turnover. The security services industry suffers from an inherent cash flow challenge – many firms face

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If you’re looking to restructure all or part of your business, ReSolve can help plan, source and direct finance or refinancing for the short and longer-term business needs. We bring our independent perspective and experience to make effective and high-impact changes to your business structure and models.

Find out more about Debt Advisory and Restructuring

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Our experience of ReSolve has been consistently excellent. We have always found their work to be of a high standard, backed by common sense and highly commercial advice. They show professionalism in striving to achieve the right outcome for all stakeholders. I would recommend them to anyone.

Director, National Asset Based Lender

Case Study

David Hill was engaged to develop a debt financing solution to improve returns on investments for an International real estate investor. In February 2014, the company signed a short‐term holding level bank debt facility for up to €65 million giving

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CAPITAL

If you’re looking to grow by acquisition or in need of additional capital to fund a breakthrough strategy for organic growth, ReSolve can open the door. Our partner-backed mid-cap investment fund can be accessed directly or we can co-ordinate introductions to a wider set of third party specialist lenders and investors.

Find out more about Partner-backed Investment Fund

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ReSolve immediately understood our business and the issues we faced and then worked tirelessly to ensure the transaction completed quickly so we can now focus on our clients growing needs.

Managing Director of a company in the Entertainment sector

Case Study

In 2015 ReSolve was approached by a solicitor whose client, Javelin Plastics in the engineering sector was facing administration due to growing creditor pressure and a lack of working capital. Whilst the Company had a strong trading history, its management

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The domino effect of insolvency felt by 26% of UK companies

According to a recent report by The Association of Business Recovery Professionals (R3) over a quarter of UK companies  have been hit by the domino effect of another company’s insolvency in last six months.

The research from R3 suggests that 26% of UK companies have suffered a hit to their finances following the insolvency of a customer, supplier or debtor during the last six months. In Q1 2018, underlying insolvencies climbed 13% from the previous quarter.

No business exists in isolation and this domino effect means that one company’s insolvency problems can have a lasting effect on others with whom it has a business relationship –  10% of respondents reported this effect as ‘very negative’ and 16% as ‘somewhat negative’.

The effects also seem more apparent according to the particular sector within which a business operates. Construction for instance has been contracting over recent quarters, with rising costs, weaker growth in house prices slowing output among house builders, and falling spending on infrastructure.  47% of firms in this sector claim to have been affected by the insolvency of others. The construction industry is particularly inter-connected in terms of suppliers, contractors and sub-contractors so the insolvency of one company can impact significantly those with whom it does business.

Medium sized companies seem to be most affected generally with 38% of firms with a turnover of between £5m-£24.9m reporting a negative impact. This could be because resources to manage credit control are not well established, or that they tend to have a particular reliance on a specific customer or supplier whose insolvency therefore has a considerably greater impact.

Organisations affected by others in their network becoming insolvent need to carefully calculate the potential risk to their own business and attempt to mitigate their exposure by actions such as diversification of suppliers or new business development.

If in doubt organisations should always seek professional advice to help manage financial problems or establish long term business plans. We recommend that early action is the key to avoiding or surviving financial difficulties. The difference between businesses that survive and thrive and those that fail is how well they manage difficulties.

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