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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

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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 underutilised 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 organisation’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 behaviour 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.

 

Airlines

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.  

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Aerospace

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

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Automotive

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”.

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Retail

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.

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Mining and Metals

 

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.

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Oil and Gas

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.

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Industrials

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.

Explore more by clicking here.

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.
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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).
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Catherine Code

Deloitte - Canada
Catherine Code possède 30 ans d’expérience dans les F&A, y compris 20 dans la prestation de services-conseils à de hauts dirigeants d’institutions financières nationales et mondiales. En tant qu’associée en Conseils financiers, elle possède de solides antécédents lui permettant de tirer parti de ses relations internationales pour monter et exécuter des fusions transfrontalières, des acquisitions, et des opérations sur les marchés de crédit et les marchés financiers pour des institutions financières et des commanditaires financiers établis au Canada. La capacité de Mme Code à transmettre le large éventail d'expériences et de connaissances de Deloitte ainsi que sa perspective globale est appréciée par ses clients et la distingue de ses pairs.
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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.
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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.
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Eddie Chiu

Deloitte - Global
Eddie is the Asia Pacific Lead Partner for Strategic & Reputation Risk services. He also leads Deloitte's services to some of the largest multinational clients in China, as well as some leading Chinese enterprises. Prior to the current role and during 2013 to 2018, Eddie was the head of Deloitte China's Risk Advisory practice – the fastest growing business unit of the Firm at that time. He also sat in Risk Advisory’s global executive committee as well as Deloitte China’s national executive team. Eddie is one of the professional service industry's pioneers, helping Chinese regulators and state-owned enterprises in their modernization journeys. He has served clients in different sectors such as healthcare, energy & resources, telecommunications, real estate and infrastructure. Eddie is a trusted advisor to China's regulators on issues of enterprise management. Among others, he is an expert panel member of the Ministry of Finance’s Internal Control Standard Committee. Eddie also frequently shares his insights at major conferences such as the Boao Forum for Asia Annual Conference and others hosted by China Enterprise Confederation, China Info 100 and leading accounting professional organizations. Joined the Firm in 1992, Eddie's career has included working in Deloitte offices in Taipei, Hong Kong, London and Beijing. He is a Certified Public Accountant in Hong Kong and a Chartered Accountant in the UK.
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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

Jason Caulfield

Global Value Creation Services Leader

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