RX Modelling Case Studies

Anyone know what these might look like for lateral hires both at the analyst and associate level? Anyone open to sharing any case studies they’ve saved? Really trying to prep as much as I can for lateral recruiting and any insights would go a long way!

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For lateral hires in restructuring (RX), modeling case studies often focus on the following areas:

  1. 3-Statement Modeling: Building or adjusting a full 3-statement model, often with a focus on distressed scenarios.
  2. 13-Week Cash Flow Model: This is a critical tool in RX, used to assess liquidity and cash flow management for distressed companies.
  3. Valuation and Credit Analysis: Heavy emphasis on valuation techniques specific to RX, such as liquidation analysis, distressed DCF, and understanding credit documentation.
  4. Scenario Analysis: Evaluating different restructuring scenarios, including debt-for-equity swaps, asset sales, or operational turnarounds.
  5. Leverage and Deleveraging: Understanding the levers to pull in deleveraging a company and increasing EBITDA.

Resources to Prepare:

  • Houlihan Lokey Case Study: This is highly recommended for RX-specific preparation.
  • Books: "Reverse the Slide" is noted for its templates and insights, particularly for the 13-week cash flow model.
  • Online Resources: The "mini course in restructuring" on YouTube (11 parts) is a good high-level review of RX concepts.
  • Training Programs: Wall Street Prep (WSP) offers restructuring modeling training, which is a solid resource.

If you're looking for shared case studies, you might consider networking with peers or colleagues who have gone through the process. Additionally, forums like WSO often have threads where users exchange case studies or insights.

Sources: Recruiting for RX FT after M&A virtual internship?, Restructuring Associate Interview, Pros & Cons Summary - Post-MBAs in Restructuring (RX) - any regrets?, https://www.wallstreetoasis.com/forum/consulting/rx-consulting-case-prep-resources?customgpt=1, Restructuring prospects, why you should not consider restructuring

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