Managed Exit

Our approach

Implementing an exit without a well-thought-out and carefully structured plan can negatively impact many aspects of your core business, particularly reputation, the financial outlay associated with an exit and the time investment to conclude an exit.

We work alongside our clients throughout the exit process, from developing an initial strategy through to detailed planning and hands-on implementation, with the ultimate goal being to free up valuable capital and management time.

We draw on an extensive network across services and jurisdictions, offering deep knowledge and global experience to advise businesses through exit strategies.

Key components

  • Fix – Where retention is an option, we develop strategies in collaboration with our Restructuring team, providing access to Turnaround experts who specialise in helping our clients to identify and implement profit improvement opportunities.
  • Sell – Where the business is underperforming or non-core, a speedy outcome is often preferred and this is where our specialist Mergers & Acquisitions team supports clients looking for a prompt disposal of all or part of the non-core or underperforming operation.
  • Close – Alongside planning for a sale process, our Managed Exit specialists perform high level planning to identify the costs and risks associated with a closure. Subsequently the team support in the development of detailed exit plans, project management and hands-on implementation of any closure. Where a corporate entity needs to be liquidated, after the operations are wound down our Corporate Simplification team can advise on the planning and implementation of liquidation.

Recent client engagements

  • Advised company in the automotive supply sector in Ireland with planning and implementing an exit from the Irish market, maximising shareholder value from a controlled wind-down of the business.    
  • Provided advice and project management support to private equity fund on investments in the renewable energy sector, considering options for sale or exit.


Our client, a global leader in aircraft leasing, had many subsidiaries that were no longer required by them.

This was adding unnecessary cost to the various business units both in terms of compliance duties and accounts preparation.

Our role & the outcome

We worked closely with the Company Secretarial, Finance and Legal teams to prepare over 60 companies for liquidation to ensure that the process went smoothly. This meant that a minimum of management time was required.
Once the companies were in liquidation, we were appointed as liquidator enabling us to ensure all the statutory, legal and tax obligations were dealt with quickly and efficiently.

This has allowed the project to complete on time and within budget and has delivered a more simplified and stream-lined group structure for the client.

A large financial institution identified a number of group entities that served no economic purpose and which they wished to eliminate.

The client initially sought advice as to the most suitable method of dissolution – strike-off or solvent liquidation.

Our role & the outcome

As a result of detailed planning, with robust work plans and early engagement with the client it was decided to liquidate the companies and appoint us as liquidator.

Main reasons for this were that some of the companies’ had some assets and liabilities left on the balance sheets (strike off is only available if a company’s assets and liabilities are less than €150) and the fact that where a company is struck off, creditors have the right to apply to restore it up to 20 years after the date of dissolution. In such circumstances, the company’s obligations would continue and may be enforced as if the company had not been dissolved. In comparison, with a liquidation the equivalent period after dissolution is only 2 years.

We explained the process and set out what was needed from them so that they could gather the necessary information around company secretarial, tax, pensions, etc. We also acted as project manager driving the project forward.
Planning was key to the success of the assignment as we were able to define the parameters whilst maintaining a structured methodology for reporting progress and tracking costs against budgetary expectations.

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