Published by Averycorp Corporate Advisory · 6 minute read
Directors’ duties do not pause when a company comes under pressure. They shift — and the shift happens earlier, and matters more, than most directors expect.
In ordinary circumstances, directors act in the interests of the company, which in practice aligns closely with the interests of its members.
Once the company is, or is likely to become, unable to pay its debts, that alignment breaks. Directors must then have regard to the interests of creditors. The company has not failed at this point — but the standard against which decisions will later be judged has already changed.
It does not mean directors stop running the business, and it does not mean creditors take over decision-making.
It means that where a decision could reduce what creditors ultimately recover, that consequence has to be weighed and, ideally, recorded. Decisions that would be unremarkable in a solvent company can look very different when examined from the other side of an insolvency.
Personal exposure rarely follows from bad intent. It follows from three recognisable patterns:
None of these are complicated, and all of them are easier to do before the position deteriorates than afterwards:
A confidential, no-obligation conversation to establish where you stand and what is still available to you.
The point at which a company becomes unable to pay its debts changes what directors owe, and to whom.
Both end in the company being wound up, but who initiates and controls the process differs substantially.
Earlier than most people do. The signals worth acting on are practical and easy to recognise.
A short conversation will establish whether your duties have shifted, and what follows if they have.