Financial restructuring is rarely only about the numbers. It means making difficult decisions under pressure, often while different stakeholders pursue very different outcomes. Tom Berry has built his career in that environment.
A financial restructuring specialist, Tom advises companies, lenders and government bodies across the public and private sectors. His experience—from advising government decision-makers to advising companies on Part 26A restructuring plans—gives him a distinctive perspective on what it takes to turn detailed analysis into a deliverable solution.
Financial Restructuring Across Business and Government
Tom began his career in audit, qualifying as a chartered accountant before moving into M&A transaction services and then financial restructuring. The 2008 financial crisis proved to be a turning point. It gave him firsthand insight into the pressures organizations face when market conditions change quickly, and it established his long-term interest in restructuring.
Over the following decade, Tom advised on a broad range of financial restructuring engagements across the public and private sectors. His next move took him inside government, joining UK Government Investments during a period shaped by Brexit and the COVID-19 pandemic.
That experience added a different perspective. Commercial solutions involving government must also withstand policy, governance and public-accountability considerations. Today, Tom brings those perspectives together when advising on situations in which public- and private-sector priorities intersect.
Delivering Stability in Complex Situations
Tom’s starting point is straightforward: Establish a clear, evidence-based view of the financial position. From there, he helps companies and lenders assess available options, develop credible restructuring strategies and, when appropriate, carry them through to implementation.
Stakeholder management is not a separate workstream; it runs through the entire process. Different parties may have very different financial and nonfinancial priorities, and those differences need to be understood before a workable solution can emerge. Public-sector matters add a broader set of considerations, including policy objectives, the continuity of essential services, wider economic effects and value for money for taxpayers.
Tom’s recent experience also includes advising companies on several Part 26A restructuring plans. These engagements combine detailed financial analysis and business planning with strategic input on the position of different creditor classes and other stakeholder groups. For a viable business, a Part 26A plan can provide a route to restructuring unsustainable debt without entering formal insolvency.
Building Relationships Through Uncertainty
Pressure can make already difficult decisions harder. Management teams and stakeholders may be working with demanding timetables, facing unfamiliar choices and approaching the situation from very different starting points.
Tom’s role is not simply to produce analysis; it is to make that analysis useful. He explains what the numbers mean, sets out the options and their consequences, and helps clients understand which decisions need to be made and when.
His approach is calm, direct and collaborative. Open communication helps surface issues early, establish where interests differ and identify where agreement may be possible.
As Tom explains: “The numbers show what may be possible. The real work is finding a solution that stakeholders can support and put into practice.”
Supporting Clients Across the Public and Private Sectors
Companies, lenders and public bodies do not always assess the same proposal in the same way. Commercial stakeholders may focus on liquidity, value and deliverability, while government decision-makers also require appropriate evidence, assurance and governance.
Tom’s experience across both environments allows him to anticipate those differing requirements. He helps stakeholders understand one another’s priorities and constraints, identify areas of common ground, and focus on options capable of meeting the necessary commercial and public-sector tests.
When a situation calls for broader expertise, Tom brings together specialists from across the firm to address its financial, operational and strategic dimensions.
Looking Ahead
Tom expects demand for restructuring advice to remain strong as organizations continue to face uncertain trading conditions, refinancing challenges and pressure on liquidity.
His advice is simple: Engage early. Once liquidity begins to dictate the timetable, options can narrow quickly and stakeholder discussions become harder. Organizations that establish a clear view of their position and begin those conversations early are better placed to protect value and retain control of the process.
Outside Work
Away from work, Tom enjoys spending time outdoors, particularly trail running and paddleboarding. He regularly takes part in trail-running events and gets out on the water whenever conditions allow. Both give him an opportunity to switch off and recharge.
Leading with Integrity
For Tom, integrity matters most when the evidence does not support the preferred answer. Clear advice can mean challenging assumptions, explaining difficult trade-offs or being honest when an option cannot be delivered in practice.
Clients and stakeholders need an objective assessment of what is achievable and the risks attached to each course of action. Tom believes that independence, transparency and a willingness to give a clear view are fundamental to building the trust needed to navigate difficult decisions.
