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Funding the recovery: are insolvency and restructuring cases becoming uneconomic?

1. Size of restructuring and insolvency practice

Approximately how many professionals work in your firm’s restructuring and insolvency practice? (Please limit answer to 1).
2. Typical deal size

What is the typical size of the cases you work on? (Please limit answer to 1).
3. Nature of work

Which best describes the scope of your work? (Please limit answer to 1).
4. Information sources

Which of the following information sources do you regularly use to support your restructuring or insolvency work? (Select all that apply).
5. Satisfaction

Overall, how satisfied are you with the information sources you currently rely on? (Please limit answer to 1).
6. Economic viability of work

Compared with 2 years ago, how has the economic viability of taking on new insolvency/restructuring appointments changed for you/your firm? (Please limit answer to 1).
7. Appointment decisions

In the last 12 months, have you been unable to advise on a potential new insolvency appointment (non-restructuring) because it was not economically viable for you/your firm? Include both: (i) cases which you/your firm explicitly decided were uneconomic; and (ii) cases where the fees you/your firm quoted meant you/your firm were not selected to act on the case. (Please limit answer to 1).
8. Appointment decisions

In the last 12 months, have you been unable to advise on a potential new restructuring appointment because it was not economically viable for you/your firm? Include both: (i) cases which you/your firm explicitly decided were uneconomic; and (ii) cases where the fees you/your firm quoted meant you/your firm were not selected to act on the case. (Please limit answer to 1).
9. Appointment decisions

Have you/your firm considered or used contractor models to enable insolvency/restructuring work to be taken on (eg Peerpoint)? (Please limit answer to 1).
10. Are viable businesses being lost to liquidation?

In the last 24 months, have you been involved in any cases where you considered the underlying business to be commercially viable, but it nonetheless ended up being broken up/in liquidation (or equivalent terminal process) primarily because the costs and risks of a restructuring were too high? (Please limit answer to 1).
[If Yes to 10] Thinking about your corporate insolvency/restructuring caseload over the last 24 months, roughly what proportion of cases do you think fell into that category (ie commercially viable businesses that ended up being broken/in liquidation because restructuring costs/risks were too high)? (Please limit answer to 1)
[If Yes to 10] Where you have seen a viable business being broken up/end up in liquidation rather than being restructured, which costs or risk factors were most important in that outcome? (Select up to three).
11. Rescue financing

How easy is it currently to obtain new money/rescue financing for viable distressed businesses you/your firm advise? (Please limit answer to 1)
12. Sources of rescue finance

Where new money is obtained, what are the most common sources? (Select up to three).
13. Barriers to bringing viable officeholder claims

In your/your firm’s practice, what are the main barriers to bringing viable officeholder claims (eg misfeasance, wrongful trading, antecedent transactions)? (Select up to three).
14. Litigation funding

In your practice, roughly how often are viable officeholder claims pursued using third-party litigation funding or similar arrangements? Include after-the-event insurance, conditional fee agreements and direct assignment of claims to third-party funders. (Please limit answer to 1)
15. Litigation funding

Where litigation funding has been used by you/your firm in the last 2 years, which types of funding have been used (please identify all)?
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