Greg  Baracato

With over 30 years of experience in business consulting, corporate management and restructuring, Greg Baracato has substantial expertise in rendering financial advisory and reorganization services on behalf of varied stakeholders in the restructuring and turnaround arena.

His U.S. and international industry experience includes evaluation of operations, developing reserve-based borrowing capacity models, public offerings converting debt to equity, bank group negotiations, and cost reduction initiatives. Greg is an active member of the restructuring professional community and served as President of the Turnaround Management Association - Dallas Chapter.

Representative Experience
  • CRO to ValuePart, an industrial parts distributor resulting in an award-winning, successful Chapter 11 reorganization.

  • Interim CFO to Capital Associates International, a public company that leased industrial equipment and funded the leases with a series of public and private income funds. Oversaw delisting of the company to take it private.

  • CRO of $200MM industrial products distribution company. Stabilized and restructured the operations in order to cure technical defaults on the bank loan. Assisted the investment bank in finding a purchaser resulting in the sale of the company to a private equity sponsored strategic company which preserved the jobs for a substantial majority of the employees.

  • Assisted a Halliburton Company, an international energy services company, in its financial and strategic restructuring in order to eliminate uncertainty due to its $5B liability from over 300,000 asbestos lawsuit claims.

  • Assisted Bridas Corporation a $1.6B Argentina multinational energy company in a dispute with a former Russian state to minimize the impact of the dispute on operations and prepared expert reports filed in an ICC arbitration resulting in damage awards in excess of $2B.

Greg Baracato's Insights & Articles

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The Effect of Mechanic's Liens in the Oil and Gas Industry
Article

The Effect of Mechanic's Liens in the Oil and Gas Industry

Recent trends in the Oil and Gas industry, particularly the decrease in prices for crude and natural gas, suggest that mechanic's liens are quickly becoming a problem for exploration and production companies.

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CR3 Partners Honored with Two Turnaround Atlas Awards at 2019 Global M&A Network Annual Gala
News

CR3 Partners Honored with Two Turnaround Atlas Awards at 2019 Global M&A Network Annual Gala

CR3 Partners is pleased to announce that the firm was awarded two Turnaround Atlas Awards on May 20, 2019 at the Global M&A Network Annual Gala.

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CR3 Partners Honored with Turnaround Award at 12th Annual Gala by M&A Advisor at 2018 Distressed Investing Summit
News

CR3 Partners Honored with Turnaround Award at 12th Annual Gala by M&A Advisor at 2018 Distressed Investing Summit

CR3 Partners, a Dallas-based national turnaround and performance improvement firm, today announced that the firm was awarded a 2018 Turnaround Award for "Ch 11 Reorganization of the Year for ($25-100MM)" by M&A Advisor in the "Chapter 11 Reorganization Award" category.

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Industry Veterans Combine to Launch National Turnaround and Performance Improvement Firm
News

Industry Veterans Combine to Launch National Turnaround and Performance Improvement Firm

The leadership of CR3 Partners, LLC, today revealed the details of their newly-formed national turnaround and performance improvement firm.

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Project Work

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Ruby Tuesday

Ruby Tuesday

The company was a $300MM private equity-owned casual dining restaurant that experienced sales declines due to industry trends and the COVID-19 pandemic, forcing the company to file for Chapter 11 bankruptcy to reorganize.
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Heavy Oil Producer

Heavy Oil Producer

The company is a $24MM exploration and extraction company that produces heavy oil. The company filed for bankruptcy to avoid foreclosure by lenders, who petitioned for the appointment of a Chapter 11 Trustee.
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Francis' Drilling Fluids

Francis' Drilling Fluids

The $100MM energy services company with over 500 employees and operations in seven states. The company implemented various cost savings initiatives, but cash flow still could not support its debt structure, and the company was unable to make monthly principal and interest payments.
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