May Edition 2020

31 benefit quickly, while those that lag will be caught up in administrative logjams. Also, businesses should take advantage of these programs but never rely on them to solve operational difficulties. 3. Identify investment opportunities for buyers. This is a buyer’s market across several industries, and likely will be for the foreseeable future. Restructuring professionals with significant buy-side experience for distressed assets will be particularly useful resources during and following this crisis. 4. Work collaboratively across practice groups. Many practice groups in full-service law firms are only now receiving their first exposure to “Restructuring 101.” Engage professionals in those groups and offer your support and services to their clients. While many professionals are fearful of “restructuring,” focus on the need to implement strategic alternatives now, for the benefit of the client’s long-term viability. 5. Be tactful. This crisis has destroyed businesses (not to mention tens of thousands of lives), and represents one of the greatest global challenges in the modern era. Clients who act with appropriate tact and corporate social responsibility during this crisis will be looked upon favorably for years to come. You can reach Daniel ( daniel.simon@us.dlapiper.com ) or David ( david.avraham@us.dlapiper.com ) to discuss these or any other restructuring issues. Recently,wecaught upwithLabour &EmploymentPartner , MiriamLampert , from the London office of global law firm, Squire Patton Boggs. With 1,500 lawyers in 45 offices across 20 countries, the firm is well positioned to identify global trends in the field, and we are grateful that Miriam took the time to share with us observations, tips and best practices in these troubled times for employers and employees. Facing the Challenge of Being an Employment Partner During the Coronavirus Crisis 02