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Restructuring

We work with a variety of Big 4 and Top 50 accounting practices, as well as independent mid-market advisory firms and boutiques, recruiting for permanent and industry agnostic positions within insolvency and restructuring advisory. We recruit for all levels of seniority, from people starting out in their careers to experienced partners and senior-level professionals across the UK and internationally.

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Related jobs

Insolvency Administrator

Salary:

Negotiable

Location:

City of London, London

Market

Professional Services

Job Discipline

Restructuring

Industry

Professional Services

Salary

£40,000 - £50,000

Qualification

None specified

Contract Type:

Permanent

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A National Insolvency Practitioner have an excellent opportunity for an Insolvency Administrator to join their busy but friendly team in London

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BBBH2238_1600692246

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19/10/20

Josh Rufus

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Josh Rufus
Josh Rufus

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Josh Rufus
Find out more
Senior Insolvency Adminstrator

Salary:

£30,000 - £42,000 per annum

Location:

Exeter, Devon

Market

Professional Services

Job Discipline

Restructuring

Industry

Professional Services

Salary

£40,000 - £50,000

Qualification

None specified

Contract Type:

Permanent

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A national Corporate Recovery firm have an opportunity for an experienced Senior Insolvency Administrator to undertake corporate casework.

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BBBH160498_1600852035

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07/10/20

Imran Miah

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Imran Miah
Imran Miah

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Imran Miah
Find out more
Insolvency Administrator / Senior Insolvency Administrator

Salary:

£20,000 - £28,000 per annum

Location:

Preston, Lancashire

Market

Professional Services

Job Discipline

Restructuring

Industry

Professional Services

Salary

£25,000 - £30,000

Qualification

None specified

Contract Type:

Permanent

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Marks Sattin are delighted to be partnered with a leading business recovery firm that are recruiting for either a Insolvency Administrator or Senior Insolvency Administrator for their Preston Office.

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BBBH161818PRE

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04/11/20

Daniel Horton

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Daniel Horton
Daniel Horton

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Daniel Horton
Find out more
Senior Insolvency Administrator

Salary:

£25,000 - £35,000 per annum

Location:

Tunbridge Wells, Kent

Market

Professional Services

Job Discipline

Restructuring

Industry

Professional Services

Salary

£35,000 - £40,000

Qualification

None specified

Contract Type:

Permanent

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Marks Sattin are recruiting an opportunity for either an Insolvency Administrator or Senior Insolvency Administrator to undertake corporate casework within a national business;

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BBBH161382_1600855815

** DEFAULT listwidget.vacancypartial.expirydate - en-GB **

14/10/20

Daniel Horton

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Daniel Horton
Daniel Horton

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Daniel Horton
Find out more
Insolvency Administrator

Salary:

£23,000 - £33,000 per annum

Location:

Leicester, Leicestershire

Market

Professional Services

Job Discipline

Restructuring

Industry

Professional Services

Salary

£30,000 - £35,000

Qualification

None specified

Contract Type:

Permanent

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A top tier Advisory firm are looking to expand the team by adding an Insolvency Administrator with a minimum of 1-2 years experience within the Corporate sector.

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BBBH160545_1600856670

** DEFAULT listwidget.vacancypartial.expirydate - en-GB **

14/10/20

Imran Miah

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Imran Miah
Imran Miah

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Imran Miah
Find out more
Associate Director Transaction Services

Salary:

€67,771 - €81,325 per annum + Bonus, Benefits, Health, Pension etc

Location:

Dublin

Market

Financial Services

Professional Services

Job Discipline

M&A

Restructuring

Industry

FinTech

Investment Banking & Capital Markets

Professional Services

Salary

£80,000 - £100,000

Qualification

None specified

Contract Type:

Permanent

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Superb opportunity for an AD Level TAS Processional to step into a position with considerable career upside given the size of business and pipeline. DD Expedience key although sector agnostic.

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BBBH161616

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29/10/20

Matthew Fitzpatrick

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Matthew Fitzpatrick
Matthew Fitzpatrick

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Matthew Fitzpatrick
Find out more
Advisory - Restructuring Senior

Salary:

Negotiable

Location:

Manchester, Greater Manchester

Market

Professional Services

Job Discipline

Restructuring

Industry

Professional Services

Salary

£40,000 - £50,000

Qualification

Fully qualified

Contract Type:

Permanent

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Marks Sattin are delighted to be partnered with a Global specialist Advisory Boutique in Manchester. They are recruiting for a Senior Restructuring professional to join their expanding team.

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BBBH161592_1601542148

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29/10/20

Daniel Horton

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Daniel Horton
Daniel Horton

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Daniel Horton
Find out more
Insolvency Manager

Salary:

£45,000 - £50,000 per annum

Location:

Birmingham, West Midlands

Market

Professional Services

Job Discipline

Restructuring

Industry

Professional Services

Salary

£50,000 - £60,000

Qualification

None specified

Contract Type:

Permanent

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Marks Sattin are delighted to be currently recruiting for one of the UK's market leaders in Insolvency and they are looking to appoint a confident, experienced Insolvency Manager.

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BBBH161717

** DEFAULT listwidget.vacancypartial.expirydate - en-GB **

22/10/20

Daniel Horton

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Daniel Horton
Daniel Horton

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Daniel Horton
Find out more
Insolvency Administrator

Salary:

£25,000 - £35,000 per annum

Location:

Birmingham, West Midlands

Market

Professional Services

Job Discipline

Restructuring

Industry

Professional Services

Salary

£35,000 - £40,000

Qualification

None specified

Contract Type:

Permanent

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We are currently partnered with a well-established, growing Advisory boutique who are in urgent requirement for the recruitment of an experienced Insolvency Administrator.

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BBBH160710_1600856859

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21/10/20

Daniel Horton

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Daniel Horton
Daniel Horton

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Daniel Horton
Find out more
Restructuring Assistant Manager

Salary:

£40,000 - £50,000 per annum

Location:

Bristol

Market

Professional Services

Job Discipline

Restructuring

Industry

Professional Services

Salary

£50,000 - £60,000

Qualification

Fully qualified

Contract Type:

Permanent

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Marks Sattin are partnered with a growing independent advisory firm that is continuing its expansion at it's Bristol office with the hire of a Restructuring Advisory Assistant Manager into the team.

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BBBH161334_1600705411

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05/10/20

Daniel Horton

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Daniel Horton
Daniel Horton

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Daniel Horton
Find out more
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Most established organisations will have experienced difficult periods in the past. Businesses often go through peaks and troughs of activity, with profit and margin fluctuating and external conditions and pressures impacting the success of even the most well-prepared business. In fact, nearly 70% of business leaders say they’ve experienced at least one corporate crisis in the five years leading to 2019, according to PwC’s 2019 Global Crisis Survey. Despite this, it’s safe to say that most businesses around the world will never have gone through anything remotely like the current Covid-19 crisis. With 94% of the Fortune 1000 reporting Covid-19 disruptions and one-fifth of UK workers furloughed, it’s clear that Coronavirus is well and truly affecting workplaces and the wider economy. For business leaders, responding to and communicating the impacts of the virus to employees, stakeholders, clients and the wider public can be fraught with challenges, particularly for those who are inexperienced in crisis communications. There are, however, some simple strategies you can follow to help navigate your business through this time. Here is our top crisis management advice for business leaders:  Communicate quickly and clearly  During a crisis, unclear and inconsistent information can lead to people feeling unsure and demanding transparency and guidance. The influx of news, opinion and rumours around Covid-19 means many of us are experiencing information overload, but still aren’t sure what to believe and who to trust. That presents a clear opportunity for business leaders to practice effective crisis communication. According to McKinsey, good crisis communicators do the following:  Provide a variety of information that responds to the needs of listeners, whether that’s business updates, reassurances around job safety or useful tools to support mental wellbeing.  Communicate clearly, frequently. Repeat key messages to ensure they are absorbed.  Be truthful, show vulnerability and promote transparency to help build loyalty. Sometimes you will have to deliver difficult messages, but doing so openly and with empathy will help your leadership.  Encourage resilience, accentuate positive outcomes and messages and promote communal bonds.  Help people to understand. A clear (and clearly communicated) vision or mantra on what the business is doing and what the outcomes will be can help people to see beyond the chaos and focus on the task at hand.  Reach out for support  Crisis management and communication is usually not the responsibility of just one person. While there is typically someone who leads the business through these times – usually the CEO – PwC research shows us that ownership of crises tends to be shared across functions including legal, risk and IT, with roles such as preparedness, response, communications and recovery spread across many business units. What’s more, this responsibility is often shared with external parties, with 74% of business leaders seeking help during or after their most serious crisis, according to PwC.  Consider establishing a Coronavirus crisis team within your own workforce, made up of team members from across the business to contribute to everything from making key business decisions to communicating messages, encouraging workforce socialisation and sharing helpful resources. For more tips and insights into how to handle crisis management, take a look at resources from the Institute of Internal Communication on 'Coronvirus advice for internal communicators', and PwC's 'four essential crisis management lessons'. Plan for the future  As “real life” feels indefinitely suspended and the world’s attention seems to permanently be on Covid-19, it can be easy to develop tunnel vision and focus only on the here and now. And while business leaders should certainly be in the moment to navigate the seemingly endless questions and challenges posed by Coronavirus, it’s critical to also be looking ahead to ensure that the decisions you make now don’t have a negative impact in the future.  We don’t know what a post-Covid-19 business landscape might look like, but savvy business leaders will be factoring in enhanced technological solutions to allow for more remote working as well as looking at options for local suppliers and solutions. 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Most established organisations will have experienced difficult periods in the past. Businesses often go through peaks and troughs of activity,

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Sarah Fallon

Sarah Fallon

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Wellbeing in the workplace | A Q&A with David Beeney, founder of Breaking the Silence
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Why should we bring wellbeing into the workplace? Wellbeing is in the workplace whether we like it or not, and the healthier your workforce the better your business will perform. Businesses in the FTSE 100 who have a robust wellbeing strategy are outperforming all of the others and evidence suggests that for every £1 invested in employee wellbeing your business will generate another £3. It’s hard to understand in 2019 how some boardrooms are still seeing employee wellbeing and mental health as a ‘fluffy subject’ and not seeing the direct links between employee energy and their business results. How do you open a conversation about mental health in the workplace? The stigma of mental health is the huge ‘wall of silence’ that exists around this subject. We choose not to speak about this subject because we fear saying something wrong and making someone feel embarrassed or awkward so we choose to say nothing. We don’t know how to open up the wellbeing conversation which makes us even less likely to start what could be a lifesaving conversation. The answer is in training your people on the right language to use in such circumstances. We should never say to somebody ‘I am very worried about your mental health’. They would go into a ‘shut down’ mode and find it far too invasive. If you say you have noticed a change in their energy levels (as part of a much wider conversation) they are far more likely to tell you what is going on in their life and the impact it is having on their wellbeing. As a counsellor I am trained to ‘notice, not interpret’ as it is far less judgemental and I share this with my clients. What can we do to encourage employees to proactively enhance their own wellbeing? Employees take on average six to eight years after the initial symptoms of poor mental health to seek professional advice. This is largely because they are not aware of the early indicators combined with the powerful stigma that prevents them from being honest and open about their mental wellbeing. To encourage employees to be proactive we need to invest time and resource into the workplace to help them understand their mental wellbeing better. We need to provide them with simple tools to measure their energy levels and create cultures where people want to flourish and live a healthier way of life. What are the business risks if we fail to address these issues? Teams that operate with high energy are successful, but teams that are not healthy and energised will never get anywhere near optimising performance. It feels like I am stating the obvious but the risks are high levels of absenteeism, poor employee engagement, high staff churn, inefficiency and reduced productivity. If your culture is not focussed on employee wellbeing, you will lose more staff to long term work related stress. It is evidence based that employees who have suffered stress related illness are very difficult to get back to work and businesses are exceptionally poor at dealing with these type of wellbeing issues. How do we create the right culture of trust to create a stigma free workplace? The tone has to be set from the very top of your organisation. My clients who realise the importance of senior executives sharing how mental health has touched their own lives are seeing a tangible cultural shift. When top executives talk openly about mental health it makes it much easier for all employees to feel safe to do so. All people managers should be trained on how to create a kinder culture that drives employee energy. It is evidence based that managers will not speak to employees about wellbeing because they do not feel qualified. The great news is they don’t need to be qualified but educated on the importance of becoming more personable and how to direct employees to get appropriate professional help. David Beeney is a mental health advocate and a business advisor. David brings his personal experience of struggling with mental health problems, commercial background and business knowledge to help organisations implement mental health & wellbeing strategies within the workplace. David is committed to reducing the stigma of mental health in the workplace. The 10th edition of our highly regarded Market Insight Report represents the views of over 1,100 professionals, and contains insights from our specialist consultants and key business partners on market and employment trends.  If you’re looking to find out more on salary benchmarking and the motivations driving the modern workforce today, download our full report which contains key contributions from Western Union Business Solutions, Women in Fund Finance, Intoo UK & Ireland and  Seddons Solicitors.

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Wellbeing is in the workplace whether we like it or not, and the healthier your workforce the better your business will perform.

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