What we do.
And when you need us.

Scidan’s energy practice is built around the intersection of financial distress and regulatory complexity in the utility sector — a combination that demands advisors who understand both the capital markets mechanics of a restructuring and the political and regulatory environment in which utilities operate.

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 analytical work is grounded in probabilistic modeling, not point estimates — because utilities and their regulators need to understand the distribution of outcomes, not just a base case.

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 — capabilities that rarely come from a single engagement team at a larger firm, where coverage is split across specialists and work is delegated 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 oil and gas, cryptocurrency, cannabis, and consumer sectors. We extend that financial restructuring capability with operator-led turnaround execution — advisors who have held the CEO and COO roles they now advise on, and who can step into interim leadership when the situation requires it.

Every engagement is staffed at the principal level. That’s not a marketing claim — it’s a structural feature of how Scidan operates.

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 — as CFO of multiple public companies, as CEO and COO through a full operational restructuring, and as 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.

Engagements are scoped to the situation — short-term stabilization, bridge to permanent hire, or sustained fractional support — and are always led by the principal, not handed off.

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 structurally incapable of detecting.

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 defensible risk decisions — not just documentation.

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.