• Back To Practice Areas Listing
• Practice Areas
• Industries

• Corporate
• Litigation

• J. Truman Bidwell, Jr.
• Patrick P. Dinardo
• Gayle P. Ehrlich
• Jeffrey E. Francis
• Pamela Smith Holleman

• Managing Risk in a Turnaround Engagement
• Sullivan & Worcester Forms Credit Crisis Practice
• S&W Announces Formation of Credit Crisis Task Force
• Sullivan & Worcester Announces New Partners, Enhancing Firm's Litigation and Real Estate Practices
• Acquiring (And Preserving) Leasehold Value Under the New Bankruptcy Code Amendments
• Statutory Construction under BAPCPA: Living with Ambiguity, Rediscovering Judicial Discretion
• Bankruptcies down, but experts say lull temporary
• New Leaders at the Helm of Turnaround Management Association
• Reexamining the Protections Afforded to Solvent Shopping Center Tenants Under Section 365 in Light of In re Trak Auto Corp. Part II
• Solvent Shopping Center Tenants - Reexamination in Light of In re Trak Auto Corp.: Part I
• Turnaround Downturn
• Pamela Smith Holleman Contributes Chapter to the Latest Edition of Chapter 11 Theory & Practice: A Guide to Reorganization
• Seeking New Value in the Bankruptcy Code After LaSalle Partners

• Liability and Opportunity...The Strategic Uses of Commercial Insurance in Corporate Turnaround
• Anatomy of a Distressed Business
• Protecting Your IP Assets in Bankruptcy: A Guide for Debtors and Their Nondebtor Counterparties
• American Bankruptcy Institute

• Acquiring (And Preserving) Leasehold Value Under the New Bankruptcy Code Amendments
• Reexamining the Protections Afforded to Solvent Shopping Center Tenants Under Section 365 in Light of In re Trak Auto Corp. Part II
• Solvent Shopping Center Tenants - Reexamination in Light of In re Trak Auto Corp.: Part I
• Sullivan & Worcester LLP Represents Winning Client In Ruling That Secured Lender Is Not Liable For "Deepening Insolvency"
• Contributor to Chapter 11 Theory & Practice: A Guide to Reorganization

Bankruptcy, Reorganization & Creditors' Rights

Sullivan & Worcester develops creative and practical solutions to resolve bankruptcy issues. We have represented debtors, creditors' committees and trustees in matters involving more than $1 billion in various transactions. They include out-of-court workouts and restructurings, as well as contested matters in federal bankruptcy courts in Delaware, Massachusetts, New York and other places across the country. Because we respond efficiently and effectively to the complex problems posed by troubled companies, we can help our clients act quickly and decisively to maximize asset recovery.

Practice Profile (PDF)

Representative Client Work

• Guided an international client on the U.S. bankruptcy sale and auction process, helping them acquire the worldwide intellectual property rights and all overseas operations of Arthur D. Little, Inc.
• Assisted a client holding leasehold and mortgage interests in approximately 57 real properties located in 13 states to reach settlements that recovered the properties and resolved the debt within a short time of each Chapter 11 filing
• Recovered 100 percent of a syndicated bank group's $120 million loan within 30 days of the debtor's bankruptcy filing by negotiating a series of forbearance agreements, a cash collateral stipulation and finally, terms of the takeout
• Advised a national office supply chain on its acquisition of various real estate interests held by a series of Chapter 11 debtors
• Obtained disputed D&O coverage and successfully litigated breach of fiduciary duty and other claims brought by a Chapter 7 Trustee against the founder and chairman of the board of a technology company startup
• Represented the unsecured creditors committee in the Chapter 11 proceeding of CML Group, Inc., negotiating a participation in the sales proceeds of CML's operating entities that maximized values and distributions to creditors
• Represent the New Orleans City Council in the Chapter 11 reorganization of the gas and electric utility serving the city, following the devastation caused by Hurricane Katrina
• Litigated and resolved numerous pre- and post-confirmation issues in the successful reorganization of a national convenience store chain with annual revenues of approximately $2.5 billion