The full range of special-situations solutions.

We are brought in when performance has deteriorated and the immediate need is control: visibility into cash, a defensible near-term forecast, and a clear view of which parts of the business are worth defending.

From there the work turns to improvement — margin, working capital, cost structure, contract and vendor terms, and organizational focus — executed alongside management rather than handed to them in a report.

Acute distress also produces a reaction — from lenders, customers, vendors, employees, and at times the press. Traxi manages that in parallel with the operating work: coordinating the constituencies responding to the same events, and sequencing decisions and disclosure so the plan is not undone by the reaction to it.

• 13-week cash flow and liquidity management
• Business and profitability assessment
• Cost reduction and working capital initiatives
• Stakeholder mapping and engagement planning
• Communications sequencing for filings and transactions
• Contingency and litigation-adjacent planning
• Lender and sponsor reporting

An out-of-court solution is faster, cheaper, and less disruptive to customers and employees than a filing — when the capital structure is concentrated enough and the parties are willing. We test that early rather than assuming it.

Traxi builds the analytical case for a negotiated outcome, manages the liquidity runway that makes negotiation possible, and works the constituencies toward an amendment, forbearance, exchange, recapitalization, or consensual sale.

• Restructuring alternatives analysis
• Amendments, forbearances, and covenant relief
• Debt exchanges and recapitalizations
• Creditor and sponsor negotiations
• New money and rescue financing support

Some situations require the tools only a court can provide: a stay, the ability to reject or assign contracts and leases, a sale free and clear, or a plan that binds a dissenting class. Traxi supports debtors, sponsors, and creditor groups through those cases.

Our emphasis is on keeping the business running while the case proceeds — because a confirmed plan built on an enterprise that lost its customers, vendors, or key employees during the process is not a successful outcome.

• First-day and DIP budget preparation
• Statements, schedules, and monthly operating reports
• Claims analysis and reconciliation
• Plan and disclosure-statement support
• 363 sales and plan sponsor processes
• Creditors’ committee and lender-side advisory

Traxi professionals have been appointed as examiner, trustee, plan administrator, and assignee, and have taken officer-level roles including chief restructuring officer and chief financial officer inside distressed companies.

These mandates call for something different from advisory work: the willingness to hold the pen, make decisions under scrutiny, and defend them to a court, a committee, and the parties who disagree with them.

• Examiner and trustee appointments
• Plan administrator and liquidating trustee roles
• Assignee in assignments for the benefit of creditors
• Chief restructuring officer and interim officer roles
• Independent investigations and asset recovery

Distressed transactions are won or lost on preparation and pace. Buyers price uncertainty, and every week of drift is a week of value leaving the business.

Traxi runs sale, recapitalization, asset-disposition, and capital-raising processes built for compressed timelines and imperfect information, with the diligence materials, stakeholder consents, and court process sequenced from the outset rather than assembled under deadline.

• Going-concern and asset sale processes
• Section 363 sales and stalking-horse structuring
• Recapitalizations and sponsor equity solutions
• Debt and rescue capital raising
• Buy-side support for distressed acquisitions

When there is no viable path forward for the enterprise, the objective becomes recovery and orderly exit: an assignment for the benefit of creditors, a structured wind-down, or a liquidation that maximizes what remains and minimizes collateral damage.

The work itself is procedural and largely unglamorous: monetizing assets, resolving contracts and leases, administering claims, meeting statutory and reporting obligations, and distributing proceeds in the correct priority. Done properly it returns more to creditors than a disorderly collapse, and it closes cleanly enough to withstand later scrutiny.

• Assignments for the benefit of creditors
• Solvent and insolvent wind-downs
• Structured liquidations and asset monetization
• Contract, lease, and obligation resolution
• Claims administration and distributions
• Final reporting and records for stakeholders

Most defaults are resolved between a borrower and its lenders rather than in a courtroom. Traxi works on both sides of those conversations — with borrowers who need to present a credible plan, and with lenders who need an independent read on whether that plan is real.

What we add is analytical credibility: a forecast the lender is willing to rely on, a collateral and liquidity picture that holds up under diligence, and a proposal structured to be approvable by a credit committee rather than merely requested by a borrower.

• Covenant default and event-of-default response
• Forbearance agreements, amendments, and waivers
• Independent business reviews for lenders
• Borrowing base, collateral, and liquidity analysis
• Restructured payment and amortization proposals
• Ongoing collateral monitoring and reporting

Traxi professionals embed within client management teams — as chief financial officer, chief restructuring officer, or chief operating officer — to provide dedicated, hands-on leadership through periods of transition.

These mandates arise when a seat opens at the worst possible moment, when the situation demands experience the current team has not faced before, or when lenders and boards want an operator accountable for the numbers rather than a report about them. We take the role, run it, and hand it back.

• Interim CFO, CRO, and COO roles
• Finance function leadership and reporting rebuilds
• Ownership of lender, board, and sponsor reporting
• Liquidity and working capital management
• Team assessment and organizational stabilization
• Succession support and transition to permanent leadership