Challenge
What was at stake.
Secured creditors were preparing enforcement against a healthcare operator with essential services, slow payer cycles, and limited unencumbered assets. A forced sale risked destroying going-concern value and community continuity.
Approach
What MFAS did.
MFAS mapped stakeholder priorities, modelled rescue versus realisation scenarios, and facilitated a structured negotiation path—including what a formal process would and would not achieve.
Outcome
Where it landed.
Parties agreed a standstill and a restructuring workplan that kept critical services running while a durable capital solution was pursued.
In depth
Healthcare distress is never only a balance-sheet problem. Patients, staff, and regulators sit alongside lenders in every decision.
We separated emotion from sequence: what cash exists this month, what security covers, and which services are truly critical versus discretionary.
The options paper made the cost of rushed enforcement visible—not as advocacy, but as recovery maths compared with a controlled restructuring window.
A standstill bought time that was used, not wasted: weekly cash reporting, supplier triage, and a capital-raise brief grounded in numbers the market could diligence.