Barak’s advisory experience prior to CR3 includes ten years of broad and deep restructuring and performance improvement engagements with Winter Harbor, CRG Partners and Huron Consulting Group. His industry experience includes four years in the U.S. and Latin America finance organization at Unilever, a €53 billion global consumer products manufacturer, as well as five years in general management at startups in the entertainment and publishing industries. Barak is fluent in Hebrew and strongly proficient in Spanish and Italian.
CRO of a mall-based fast-casual restaurant chain undergoing a restructuring of its geographic footprint and lease portfolio
Financial advisor to a family-owned fine paper manufacturer undergoing a restructuring during COVID and required by its existing lender to refinance the senior debt while undergoing a strategic transaction
Transaction advisor to a private equity firm acquiring a chain of fitness equipment distributors.
Financial advisor to the lender of a multi-unit retailer of paper goods and gifts that filed for bankruptcy and attempted to sell itself to a group of insiders and landlords
Member of CRO team for Revel, a 1,399-room hotel and casino in Atlantic City that underwent two Chapter 11 bankruptcies.
CR3 Partners continues to add professionals across the U.S. to serve its growing client base and is pleased to announce that Spencer Ware has joined as a Partner of the firm in our New York office.
In the 35th Volume of the AIRA Journal, Jeff Hyland and Barak Tulin discuss how do a management team and Board of Directors know when to engage an interim manager, and how do different situations determine the type of interim manager they should hire?
How do a management team and Board of Directors know when to engage an interim manager, and how do different situations determine the type of interim manager they should hire?
When restructuring advisors are engaged to stabilize their clients' operations, they often focus on cutting expenses and controlling disbursements.
During COVID-19, a significant amount of restaurant bankruptcies saw the lenders taking over the assets when no qualified buyers came to the table. Now that these lenders have become temporary restaurateurs.
CR3 Partners' clients and referral sources agree that additional capital will be needed to return operations to the "new normal" after COVID-19. But how much capital will they need, where will it be deployed, and who will provide it?
