Lee has over 16 years’ experience specialising in restructuring and insolvency mandates. His practice covers a broad range of formal and informal corporate restructuring and non-contentious insolvency matters.
He regularly acts for lenders, creditors, insolvency practitioners, corporates and directors. He advises on all types of restructuring situations, accelerated M&A and formal corporate insolvency procedures (administration, liquidation and receivership) including sales and acquisitions connected to such procedures. He also advises on lender security reviews, enhancement of security and enforcement.
Recent experience includes:
Debtor-side restructuring work
- advising a Middle-Eastern client on a multi-billion-dollar reorganisation of its shipping, marine services and logistics group;
- advising an international oil and gas client on a complex multi-layered agreement comprising a US$400m debt liability, the transfer of over 30 vessels, refinancing of existing facilities, a debt for equity swap and renegotiation of existing trading documents; and
- advising a board of a UK listed company as to their statutory duties in light of concerns raised by bond holders as regards the repayment of their bonds at maturity.
Formal Insolvency work
- acting for the administrators of HonestJohn.co.uk Limited. Advising on their appointment, the disposal of the business and assets;
- advising the board of a number of large retailers on their directors duties in light of the group's financial difficulties, contingency planning and options available;
- advising the sole shareholder of Pavetesting Limited on the impact of the sole director placing the company in administration, negotiating the company's successful return to the solving using the CVA process and the potential claims against third parties;
- advising a group of ship owners on the impact of the CVA of Plexus Cotton Limited; the client having suffered significant losses including ship arrests;
- advising a PE fund on the group re-organisation and subsequent sale. Tasks involved advising on the creation of a toxic group in order to transfer the non-performing companies, the appointment of administrators over that group and subsequent sale;
- advising the board of a former FTSE listed company on:
- the intragroup debt reorganisation,
- the share sale of its European subsidiaries back to management; and
- the appointment of administrators and subsequent sale of its UK and Irish subsidiaries.