Skip to main content
Perspective:
Perspective
5 minute read

Business Continuity and Financing

Resetting your business foundations to build a successful future

Smart businesses need a strong foundation: a compelling strategy, robust forecasting, clear communication with key stakeholders, a decisive plan of action and to know that, whatever happens, cash is king.

Resetting your business foundations to build a successful future

Some buildings are built to last; others do not withstand the elements over time. Just as structures built with age-old, classical principles are often the most resilient, the fundamental disciplines underpinning business success remain unchanged, even in the face of the COVID-19 induced economic downturn.

Business continuity and financing

What does this mean for business

In a turbulent economy, cash is king. Keeping the lights blazing and your doors open to new opportunities resides on your ability to access capital and maintain confidence and liquidity as needed. Driving efficiencies through digital innovations, releasing cash from underutilized assets and ensuring that debt levels are managed appropriately will ensure your business remains clear of the key impediments to momentum, and will make refinancing for ongoing maintenance, innovation and growth far easier.

While keeping a close eye on your performance and financing, it pays to continually challenge the status quo. Just like a leaking roof can create damp which spreads with no outward signs that anything is wrong, one underperforming division or product – if not addressed quickly and decisively – can bring bigger and more profound problems to your business, that would otherwise require major renovations instead of quick fixes.  And just as some architectural styles today look awkwardly dated, some business models were quite obviously designed for another time and may be best dismantled and rebuilt, rather than repaired or reinforced.

Above all, your business needs to be strong and resilient in the face of the inevitable season of storms that will continue to batter the global and local economy. COVID-19 has radically reshaped the environment in which executives need to view their organization’s fundamentals and future as they renovate or rebuild for a new normal.

- Andrew Grimstone, Global Restructuring Leader

Industries

Much of the attention has gone to the heavy impact the pandemic has had on certain businesses, most notably those tied to travel, live entertainment, and bricks-and- mortar (non-essential) retailing. However, there have also been winners. Grocery stores have seen strong new demand, and largely digital businesses are surging, particularly those focused on working-from-home, entertainment, home delivery, and education.

Consequently, businesses will be emerging from this crisis in very different positions. Some will have been hibernating, others will have been booming. Some will be advantaged by the dramatic changes in consumer behavior that in many instances seem likely to be lasting, while others may be badly disadvantaged. 

This page compiles insights on a range of sectors that can help you act in this crisis with empathy and action.

Explore more by viewing our sector specific insights here.

Covid-19 has decimated the industry and has required airlines to make structural changes to survive, recover and ultimately thrive. Both substantial capital & large-scale transformation are required to address these challenges.  

As the COVID-19 pandemic continues around the world, many global aerospace and defense industry companies are feeling the impact during this uncertain time.

The automotive sector has weathered many predicaments over the past decade. This experience and resiliency have equipped the sector to overcome today’s unprecedented crisis brought by COVID-19 and the aim to return to a new “normal”.

Explore more insights:

With stores shuttered and millions of associates sidelined during the pandemic, a tough reality has set in for the vast majority who depend on foot fall to drive revenue. Disruptions in Inventory, supply chain, and merchandising will require an infusion of product, capital and customers to rebound. However, retail is a notoriously resilient industry, and as the high street starts to open up, leaders must act to bolster brand loyalty, minimize downside exposure, and kick start innovation to recover and thrive.

Explore more:

The COVID-19 pandemic has affected the commodity markets in a variety of ways. Company operations have been affected through isolated outbreaks and government mandated shutdowns and the demand for many commodities remain low with a lower near-term demand on the horizon.

The impact of COVID-19 and the oil prices war are proving to be a two-pronged crisis for oil, gas, and chemicals companies. Oil prices are dropping due to failed agreements on production cuts and the need for chemicals and refined products is slowing from industrial slow-downs and travel restrictions in the wake of this global pandemic.

COVID-19 has impacted business in ways and at a pace for which there is no historical parallel with strain on both supply and demand. A majority of the businesses in the industrials sector are facing falling revenues; operational challenges, including issues with liquidity and their supply chain. uncertainty about the nature, timing and speed of the recovery.

Get in touch

Andrew Grimstone

Deloitte - United Kingdom
Andrew Grimstone is the Global leader of our 2,500 strong Turnaround & Restructuring team. In the UK, he leads our Corporate Turnaround team as part of our Performance Improvement offering, working with our VCS & DCA teams, as well as our EMEA Special Situations Desk in London, connecting with our other Global desks New York & HK-Singapore. Andrew has over 25 years’ experience dealing with complex international Turnaround, Restructuring and M&A assignments, leading reviews and assessments of corporate groups, acquisition targets and divestments for the purposes of advising corporate clients, investing institutions and creditor groups. Based in the UK, Andrew has worked with clients and Deloitte teams in over 40 countries, and in multiple sectors including Telco, Media, Mining, Steel, Construction, Oil & Gas, Manufacturing, Chemicals, Automotive, Insurance, Infrastructure, Retail, Wholesale and Pharma. He often works with businesses facing strategic and operational challenges in their markets and under pressure to manage costs, working capital and complex debt burdens.
View Profile

Jeffery Weirens

Deloitte - United States
Jeff Weirens is the Leader of Deloitte’s Global Financial Advisory Business and serves on Deloitte’s Global Executive. For more than 30 years Jeff has advised clients on iconic acquisitions and divestitures while growing and transforming Deloitte’s Consulting and Advisory businesses. He served on Deloitte Consulting’s Management Committee and led the Energy, Resources, and Industrials industry as well as the Mergers, Acquisitions, and Restructuring practice. He is a trusted advisor to senior client executive teams and Boards of Directors and is an expert on post-merger integration and divestitures. He has pioneered several enterprise-wide transformation initiatives including Deloitte’s market response to the COVID-19 pandemic (Respond, Recover, Thrive), the Future of Trust campaign, and The Center for ESG Solutions. Jeff also serves on the Firm’s Global Marketplace Executive as well as the WorldImpact Steering Committee, setting Deloitte’s strategy and guidance on critical topics including Climate, Sustainability, Diversity, and Inclusion. Jeff co-authored The Synergy Solution, speaks frequently at universities and conferences and serves on the University of Minnesota Carlson Consulting Enterprise Advisory Board. He has an MBA from The Johnson Graduate School of Management, Cornell University, a BSB from The Carlson School of Management, University of Minnesota, and is a Certified Public Accountant (CPA).
View Profile

Jodi Birkett

Deloitte - United Kingdom
Jodi is a partner in Financial Advisory, with over 20 years of experience working in Transaction Services across a range of clients. She is the North South Europe (NSE) and UK Clients and Industry lead for Financial Advisory and is a member of the UK and NSE FA Exec. Jodi has extensive experience of working across a broad spectrum of clients, ranging from plcs to private equity backed and privately owned businesses. Through transaction services, Jodi supports businesses in equity raising, rights issues, acquisitions, disposals and refinancings. In addition to leading client programmes for the UK Technology and Media and Telco sectors, Jodi also works closely with CFOs and Next Generation CFOs on Deloitte’s CFO Programme, understanding the key opportunities and challenges facing businesses.
View Profile

Russell Thomson

Deloitte - United States
Russell is a partner at Deloitte & Touche LLP, where he leads Deloitte Risk & Financial Advisory’s Transactions and Mergers & Acquisitions (M&A) practice. In this role, he oversees end-to-end M&A services for global clients. Russell has been with Deloitte for nearly 30 years, focusing on growing the M&A practice and delivering cross-functional services to both private equity clients and corporate buyers.
View Profile

Jodi Birkett

Deloitte - United Kingdom
Jodi is a partner in Financial Advisory, with over 20 years of experience working in Transaction Services across a range of clients. She is the North South Europe (NSE) and UK Clients and Industry lead for Financial Advisory and is a member of the UK and NSE FA Exec. Jodi has extensive experience of working across a broad spectrum of clients, ranging from plcs to private equity backed and privately owned businesses. Through transaction services, Jodi supports businesses in equity raising, rights issues, acquisitions, disposals and refinancings. In addition to leading client programmes for the UK Technology and Media and Telco sectors, Jodi also works closely with CFOs and Next Generation CFOs on Deloitte’s CFO Programme, understanding the key opportunities and challenges facing businesses.
View Profile

Did you find this useful?

Yes
No

Thanks for your feedback

If you would like to help improve Deloitte.com further, please complete a 3-minute survey

Your feedback is important to us

To tell us what you think, please update your settings to accept analytics and performance cookies

Need help updating cookies?

Explore More

Business leaders

Robert Olsen

Vice Chair & Private Equity Leader | Chair Deloitte Corporate Finance

Brian Pinto

Deloitte Global M&A Tax Leader, Principal – Deloitte Tax LLP
+1 214 840 7802

Jason Caulfield

Global Value Creation Services Leader
+44 (0)20 7303 4883

Additional resources

Negotiate more flexible financing terms with lenders

Business continuity & financing | Respond: Prepare for and manage continuity
Perspective
5 minute read

Business recovery from COVID-19: A Guide for Board Members

As boards steer their companies through the COVID-19 recovery journey, they can use the Resilient Leadership framework to guide them.
Perspective
5 minute read

COVID-19: Shaping the future through digital business

Never has there been a time in which the role of the CIO and other digital technology leaders has been so pivotal to shaping the future of their organization. As the pandemic shuts down the physical world, everyone is assuming that the digital world will step in and fill the chasm. But is that realistic?
Perspective
5 minute read

Build scenario thinking sensing into strategic decision-making

COVID-19, oil price shocks, and travel bans are all creating uncertainty regarding the current business environment. And as the impact of COVID-19 becomes more permanent, it is important that businesses are proactive in assessing their capability
Perspective
4 minute read