Paladin

Congrats to Gary Lembo! ABF Journal just named him a 2026 Rainmaker on its Legends & Leaders list; an award that recognizes top deal closers across the specialty finance ecosystem. This quote from ABF Journal gets at the core of Gary’s approach: “When I take on an engagement, I tell clients that I am going to treat them the same way I would treat my closest friend. That means I am going to be brutally honest with them.” Gary is a Partner at Paladin and has built a reputation for helping clients cut through noise, focus on facts, and move toward solutions quickly and decisively. Well-deserved recognition for one of the best in the business. 

After 40 years working inside struggling businesses, Paladin’s Chet Kempinski has seen how companies can lose momentum when: 1. Leadership teams try to tackle too much at once 2. Operational priorities become unclear 3. Critical information stays trapped in dashboards instead of driving real-time conversations. In this month’s Performance Improvement Playbook, Chet shares three common issues he frequently encounters inside underperforming businesses and practical ways leadership teams can address them. 

“What’s the biggest mistake dealmakers make when markets become volatile?” Paladin’s Gary Lembo shared his perspective with ABF Journal, including why he believes the pressure to move quickly often causes lenders, investors, and deal teams to stop asking the right questions. He also shared the single biggest thing he believes people need to double down on when markets become uncertain. Great read from Rita Garwood and ABF Journal: https://lnkd.in/gPFB58Pc

CHAPTER 11 EFFECTIVE: Pat McGrath Labs has successfully emerged from Chapter 11, marking the completion of a high-profile restructuring for one of the most influential brands in luxury beauty. What stood out in this case was the speed.  This was a fast-moving process that required quick decisions and disciplined execution from day one. Paladin’s Gary Lembo served as Chief Restructuring Officer, supported by Paula Sosamon, Julia Greeley, Merissa Hamilton, Frank Cottrell and Sean Flinn. The team helped guide the company through a complex and highly visible process while keeping the business running without disruption. The company exits the Chapter 11 process with new capital, a strengthened balance sheet, and improved operating performance, positioning it for its next phase of growth. Read more about the company’s path forward here: https://lnkd.in/g3ZfX946

Most companies have D&O insurance. That’s not the problem.    The problem is what’s actually in the policy — and whether it holds up when it’s tested. In our experience, that’s where things break down.  In this piece, Scott Avila shares what Paladin is seeing across the market when we step in as officers: how coverage gaps persist (even at sophisticated companies), where policies fall short in distress, and what leaders should review to ensure they’re actually protected.  At Paladin, when our team members are named as officers, we make it standard practice to have the company’s D&O policy reviewed by independent brokers, like the team at CAC Group, with deep restructuring expertise. It’s a step that often surfaces issues no one realized were there — until it’s too late. 

The Paladin team was just recognized with 5 awards, bringing the total to 𝟵 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝗮𝘄𝗮𝗿𝗱𝘀 since September, including 𝗙𝗶𝗿𝗺 𝗼𝗳 𝘁𝗵𝗲 𝗬𝗲𝗮𝗿. When situations are complex and the stakes are high, execution matters.  These awards reflect the team behind that execution—those on the front lines with clients and those supporting behind the scenes to keep everything moving. Congrats to the Paladin team!

If you’ve lived through a few add-ons, you know the pattern: A slide deck marathon.  A long integration tracker.  Weekly status calls that consume leadership attention. The deck says “on track.” But it’s a different story on the floor and in the numbers In this month’s Performance Improvement Playbook, Paladin’s Andrew Feller outlines a practical way to reestablish control quickly: 10–5–1 10 metrics, 5 decisions, and a one-page action list. For operators, investors, and leadership teams navigating integration, it’s a simple cadence designed to surface issues early, force decisions, and keep execution on track. 

The Paladin team has spent years working with companies navigating complex situations across the media and entertainment industry. In 2026, the economics of this industry have fundamentally shifted.  Paladin’s Scott Avila took a deep dive into Tubi and why it’s a model is something operators, investors and lenders should be paying attention to.  

“Middle-market companies are feeling real pressure right now: tighter liquidity, rising costs, and more scrutiny from lenders. These situations aren’t solved on paper. They’re solved by getting close to the numbers, aligning stakeholders quickly, and executing with discipline.” That perspective from Shiv Patel is why we’re excited to welcome him to Paladin. “What drew me to Paladin is that this is a team that knows how to step in and move quickly when it matters most.” Shiv brings a hands-on, execution-focused approach to complex situations, helping teams cut through noise, get to the facts, and move forward with clarity. Join us in welcoming Shiv to the team. 

70–75% of M&A deals fail. Why? Because deals get modeled in spreadsheets. Integrations happen in the real world. Paladin’s Jeff Wissink leads our Performance Improvement practice. He’s seen it firsthand. The difference between success and failure often comes down to: 1. Realistic planning and resources 2. Diligence beyond the financials (IT, cyber, ops) 3. Transparent communication that keeps people on board If you’re considering a transaction, let’s talk.