Est.
Sydney · 2007
Practice
Restructuring advisory
Engagements
Director-level only
Chartered advisory · Restructuring · Turnaround

Considered counsel, when the stakes are real.

La Vida Wealth advises directors and owner-operators through the financial moments that cannot be delegated — strategic restructuring, scenario planning, and preparation for formal processes. Private, partner-led, and senior from the first conversation.

Request a private briefing →How we work
§ 01   Services

Three practices. One standard of care.

01 — AdvisoryOngoing

Business & strategic advisory

Financial clarity for operating businesses — cashflow modelling, restructures short of insolvency, shareholder exits, and board-level decision support.

02 — Insolvency advisoryPre-appointment

Insolvency advisory

Director advisory, creditor engagement, and strategic support before and alongside formal appointment — coordinated with the practitioners appointed to the matter.

03 — TurnaroundRestructuring

Turnaround & restructuring

Stabilisation plans for stressed companies: strategy, scenario modelling, and preparation of deed and workout proposals — delivered alongside directors and their advisers.

§ 02   ApproachAn essay on how we work

Quiet, senior, and on your side.

Most firms will send you a manager and a template. We send a partner, a plan, and a phone number that answers on a Sunday.

Directors do not call us on the best day of the quarter. They call when a covenant has slipped, when a creditor has written, when the bank has paused, or when a family business has reached the limit of good advice given over coffee.

Our work begins where generic counsel ends. We read the numbers, yes — but we also read the room: the board that is quietly divided, the spouse who is co-guarantor, the key employee who has heard too much. Every engagement begins with a private conversation, under privilege, without a clock running.

The best restructuring is the one the market never hears about. The second best is the one you led, rather than had done to you.
— H. Keane, Senior Partner

From that conversation we draft a letter of engagement in plain English: what we will do, who will do it, what it will cost, and what the next thirty days look like. No junior handoffs. No surprise invoices. If formal appointment becomes necessary, the same partner you briefed on day one stays with the matter — working alongside the practitioners appointed to it.

We are deliberately small. Six partners, twenty-two staff, one office. It is the only way we know to hold the standard we promise.

§ 03   Outcomes

A selection of anonymised engagements.

Case · 012024
Out of court
Manufacturing group. Informal workout advisory alongside senior lenders and shareholders.
IndustrialsNSW / VIC
Case · 022024
Directors advised
Hospitality group. Director advisory on creditor position and preparation for external administration.
HospitalityAdvisory
Case · 032025
Turnaround advisory
Professional services firm. Turnaround plan and deed-of-company-arrangement proposal alongside appointed practitioners.
Professional servicesTurnaround
§ 04   Questions

Commonly asked, privately answered.

Every initial conversation is held under strict confidentiality, before any engagement letter is signed. If we believe we are not the right firm, we will say so and suggest who is. Nothing you share with us leaves the room.
Earlier is almost always better. The best outcomes we have guided — informal restructures, solvent wind-downs, quiet exits — were only possible because directors called us weeks or months before the problem became public.
Advisory work is most often fixed-fee or capped. Where a statutory appointment becomes necessary, those practitioners charge separately under protocols approved by creditors or the court. You will always see a written estimate before our work begins; we will never send an invoice you have not seen coming.
Our office is in Sydney but our engagements are national, and occasionally cross-border. Partners travel; engagements are structured around the business, not the office.
No. The partner who takes your first call is the partner who signs the engagement, drafts the strategy, and sees the matter through — coordinating with any practitioners appointed to it. Staff support the work; they do not replace the partner.
§ 05   Contact

A short, confidential enquiry.

Three or four lines is enough. A partner will respond personally, usually the same day.

Privileged & confidential