Led a C$600 million cost-reduction program as part of Air Canada’s CCAA proceeding that included case filing preparation and ongoing case management, liquidity management, business planning and transformation and long-term cost optimization to ensure long-term competitive cost structure that included the renegotiation of over 7,000 key executory contracts, in addition to the plan of reorganization. Increased cash flow for the airline by over C$120 million within the first three months of engagement.

Led a $400 million cost-reduction program as part of the U.S. Airways chapter 11 restructuring that included contingency planning, filing preparation, case management, liquidation analysis, crisis management, business planning and transformation, liquidity management, long-term cost optimization and development of a plan of reorganization.

Performed compliance reporting to the U.S. Bankruptcy Court while working with and responding to the Official Committee of Unsecured Creditors, developed the plan of reorganization and provided daily operational and financial management to the Company.

Assessed strategic alternatives including a potential chapter 11 filing and an out-of-court restructuring for this financially challenged organization while working under an extremely tight timeline.

Advised the senior management of a start-up company which provided value-added baggage service to aviation industry. Advisory services included business modeling, strategic planning, business development and product distribution. In addition, initiated, structured and negotiated a capital raise of $50 million.

Advised on operational alternatives, including off-shore manufacturing and strategic sourcing in an effort to rationalize the Company’s manufacturing footprint and implement a more competitive cost structure.

Represented the secured and unsecured interests of a family office as part of the wind-down of its fashion jewelry business to ensure optimal recovery to the family office while providing oversight to ensure the unsecured creditors were treated fairly as part of the wind-down process.

Developed and implemented a strategic procurement process that included demand planning, strategic sourcing, vendor performance and logistic improvements, leading to $50 – $60 million in annual savings.

Developed and implemented a shared services model across multiple independent business units, saving roughly $15 – $20 million annually.

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Note: Representative transactions include prior experience of firm members.