What we do.
And when you need us.
Four practice areas, each defined by the situations that call for it.
Energy and Infrastructure: Where capital, liability, and regulation converge.
- A major wildfire event has triggered liability exposure that threatens the utility’s capital structure
- A regulated utility is entering or navigating Chapter 11 or Title III restructuring
- A board or regulator needs defensible analytical support for a high-stakes policy decision
- A post-disaster recovery requires simultaneous financial stabilization and operational continuity
- An investor or acquirer needs rigorous diligence on wildfire, climate, or catastrophic liability exposure
Scidan’s energy practice works where financial distress and regulatory complexity meet in the utility sector. That work requires advisors who understand both the capital markets mechanics of a restructuring and the political and regulatory environment utilities operate in.
We provide senior advisory support across the full arc of a utility crisis: pre-event risk modeling and policy advocacy, immediate post-event stabilization and regulatory interface, and the sustained financial and operational advisory work that restructuring and recovery require. Our principals have served in senior advisory roles during the most consequential utility restructurings of the past decade, which means we understand how decisions get made on both sides of the table.
Our analysis uses probabilistic models, because utilities and their regulators need to see the range of outcomes, not just a base case.
Stabilize the capital structure. Preserve what’s worth preserving.
- A PE-backed portfolio company is facing liquidity pressure or covenant breach
- A middle-market business needs Chapter 11 advisory with a principal in the room, not a junior team
- A sponsor needs a CRO or interim CFO who has actually run a restructuring, not just advised on one
- A lender group needs an independent financial advisor to assess viability and options
- A distressed acquisition requires rapid operational and financial diligence under time pressure
Middle-market restructuring is where Scidan’s breadth matters most. A distressed portfolio company typically needs financial restructuring expertise, operating experience, and governance credibility at the same time. Larger firms usually split that work across specialist teams and delegate much of it to junior staff.
Our restructuring practice is led by principals who have served as CRO, CFO, and financial advisor in complex Chapter 11 proceedings across energy, digital assets, cannabis, industrials, and consumer sectors. We add operator-led turnaround work: advisors who have held the CEO and COO roles they now advise on and can step into interim leadership when needed.
Every engagement is staffed at the principal level.
The right person in the seat when the seat can’t be empty.
- A portfolio company needs a CFO or CRO immediately, one lenders will accept on day one
- A CEO transition is happening during a period of operational or financial stress
- A board needs an independent director with operating credibility, not just governance credentials
- A company emerging from restructuring needs an operator to run the reset before a permanent hire
- A sponsor needs fractional executive support to professionalize a sub-scale platform company
Interim leadership engagements succeed or fail based on one thing: whether the person in the role has actually done it before. A CRO who has only advised on restructurings is not the same as one who has served as CRO in a live Chapter 11. A CEO who has only consulted on turnarounds is not the same as one who has driven a company to its first quarters of EBITDA positivity from the operating seat.
Scidan’s interim leadership capability is built on principals who have held the C-suite roles they step into: CFO of multiple public companies, CEO and COO through a full operational restructuring, and interim board member during a governance crisis. We bring the credibility that lenders, boards, and investors need to see when they’re placing trust in someone new.
We scope each engagement to the situation: short-term stabilization, a bridge to a permanent hire, or ongoing fractional support. The principal leads it throughout.
The risks that compliance programs miss are the ones that matter most.
- A utility or infrastructure operator needs to understand its insider-risk and trusted-access exposure
- A board needs a governance framework that will hold up to regulatory or legal scrutiny
- An organization’s existing risk program is compliance-driven and hasn’t been pressure-tested against real threat scenarios
- A post-incident review has surfaced governance gaps that need to be closed before regulators ask
- An acquirer needs to assess human-enabled risk as part of diligence on a critical infrastructure asset
Most enterprise risk programs are designed to satisfy auditors, not to identify the exposures that actually threaten the organization. Scidan’s risk architecture practice starts from a different premise: that the most consequential risks in regulated and infrastructure-intensive environments are human-enabled: failures of access control, insider governance, and judgment that compliance frameworks are not built to detect.
Our approach draws on nearly two decades of counterintelligence and insider-risk program experience across the U.S. Department of Energy, national laboratories, and defense contractor environments. We design governance frameworks that clarify accountability, identify the gap between formal policy and operational reality, and produce risk decisions the organization can defend.
This capability is particularly relevant for utilities with nuclear assets, sensitive grid operations, or FERC/NERC compliance exposure, and for any organization where a single insider event could produce material operational, regulatory, or reputational consequences.