Alex is a managing director and head of the Cayman Islands office of Alvarez & Marsal, with over 19 years of experience in complex restructurings and insolvencies. Alex has a proven track record of leading teams to deliver better-than-expected returns to stakeholders in record time. As demonstrated in the restructuring of Luckin Coffee Inc. (acting as provisional liquidator) and the wind down of Marble Ridge Capital, Alex is an active leader with a deep commercial mindset and is a proven dealmaker.

What inspired you to become a restructuring and insolvency expert?

The inspiration and focus to become an expert in the field was born out of genuine passion for the work. Within a few years of starting out in the industry in the early 2000’s, I was hooked on the challenge and variety of work and experiences available. It was the realisation that the advisory team on a matter was able to significantly influence an outcome and that the next or final chapters of an entity’s story were up to you to write; that sparked my thirst for continual development.

How do you effectively establish a detailed understanding of a client’s business in your capacity as expert?

The single most important aspect is to identify the real value proposition of a particular business and the levers to be pulled in order to restore performance or to promote a future transaction. One effective way is to speak with many levels of staff throughout the organisation and deep dive in those conversations to find the ‘truth’. By then cross-referencing the insight gathered across the organisation, you can quickly work out where the value drivers are and where the problems lie.

What unique challenges do cross-border or multi-jurisdictional insolvencies pose for practitioners?

The key challenge to success is developing a coordinated exit strategy that fully meets the core objective on a particular matter and which is effective in its enforcement and implementation across all the relevant jurisdictions. You cannot make assumptions about what will or won’t work in different jurisdictions. Only by having the right experience and taking the time to fully understand the key influencing factors (laws, culture, governments and people) can you then develop a strategy that will work.

How do you coordinate on cases when working alongside experts with other areas of expertise?

Collaboration is key. I don’t, and never will, have the answers to everything - other experts are a key resource to help in our strategy formulation and execution plan. Taking on board expert advice (to the right questions to begin with) is only the first step. The most difficult aspect is knowing how to effectively apply such advice to the problem in front of you; successfully doing that is where the value lies.

How do you think firms could better attract and retain diverse talent?

In our industry, people are everything. We don’t have a prescribed playbook, we don’t sell off-the-shelf solutions or download some magical software; all we have is people working together with other people to solve a problem or deliver a desired outcome. So, only by creating a true team environment where all levels of your staff, from all backgrounds, feel they are able to contribute whilst also constantly learning from those around them, can you create the type of workplace that produces real purpose and engagement, which in turn leads to attraction and retention of quality and diverse talent.

As Managing Director, what are your main priorities for the A&M’s development over the next few years?

It is all about differentiating through results on engagements. Demonstrating a track record of oversized and unexpected returns to stakeholders both in value and speed is what sets us apart. The question clients should ask is not, ‘What have you been appointed to recently?’ but ‘What was the outcome and what difference did you make?’.

So, the goal is the same as it always has been: to roll up our sleeves with our clients, deliver results and make the process as enjoyable as possible for all involved.

What advice would you give to younger practitioners hoping to one day be in your position?

Invest in your continual education and equally in external relationships that can grow with you as your career progresses. Most importantly, go the extra mile on delivering quality work and have fun doing it.