Recently instructed in a variety of administrations and liquidations in respect of financial institutions ( MF Global, LBIE), offshore SPVs ( Oscatello Investments Limited (BVI)), insurers (Hill Insurance Company Limited (Gibraltar), Elite Insurance Company (Gibraltar), British American Insurance Company Limited (Bahamas, Trinidad & Tobago)), large retailers ( Toys “R” Us Limited) construction firms ( Carillion) and football clubs (Portsmouth City FC (advising former directors), Luton Town FC (advising former directors)). Clients find him to be “very responsive and very helpful”, “broad-minded and easy to work with” and “very good at responding pragmatically to new developments”. He is recommended as being “extremely bright, very committed and highly responsive” and “very personable, always on top of the details of the argument and very quick to respond with advice to clients”.
Henry is ranked in the legal directories (Chambers and Partners and Legal 500) for Commercial Dispute Resolution and Restructuring/Insolvency and in 2020 was shortlisted for Legal 500’s Insolvency Junior of the Year. US$4bn of liabilities which gave rise to one of the most ambitious schemes of arrangement to come before the English Courts (see In Re Noble Group Ltd EWHC 3092). Henry’s restructuring experience includes many of the most high-profile retail CVAs in recent years (including Toys “R” Us, Debenhams, Mothercare and Homebase) and he is regularly instructed to advise and appear in connection with complex cross-border schemes of arrangement, including Noble Group’s restructuring of circ. Henry’s insolvency work often has an international and cross-border dimension, and he used to receiving instructions from officeholders of companies in the British Virgin Islands and Cayman Islands. In the insolvency context, Henry has acted in many of the most complex insolvencies in recent years including Carillion and Lehman Brothers International Europe and in 2020 was instructed by the Bank of England in connection with a potential application under Part 2 of the Banking Act 2009. Henry is regularly instructed on securitisation transactions and has a particular interest and expertise in in the ISDA Master Agreement, which he advises on frequently having been instructed in three of the most significant recent cases (namely, LBF v Klaus Tschira Stiftung EWHC 278 Re Lehman Brothers International Europe EWHC 2417 Fondazione Enasarco v LBF EWHC 1307). US$1.5bn ICC-administered arbitration seated in Hong Kong concerning the formation and operation of a Cayman Island private equity fund. Henry’s current arbitration work includes acting in a circ. between £500m and £2bn) and high-profile disputes including the long-running conspiracy claim brought by Robert Tchenguiz against Grant Thornton, concerning the SFO’s investigation into the collapse of Kaputhing Bank. In recent years, he has been instructed in numerous high-value (i.e. Henry has substantial experience in commercial and banking litigation and is used to working with large counsel and solicitor teams on multi-week trials and international arbitrations.
His practice focuses on commercial and banking litigation and insolvency / restructuring. For the parties involved in this multilayered competition, acknowledging the changes and actively managing their position in the evolving eco-systems is crucial.Henry is described in the directories as “extremely bright”, “easy to work with”, “highly responsive” and his “instincts for what a judge and court think about are very strong”. However, increasing diffusion of branded-product platforms including connected devices and online retail platforms is shifting this authority to new players. Depending on the importance of the new sources of value creation (in different purchase situations), stationary retailing may prevail as an important interaction point in a multichannel decision journey. We develop a framework that identifies five new sources of value creation and propose how these advance and transform competition for this interface. Adopting a value-creation perspective, we analyze how digitization started the erosion of institutional retailing as the primary interface to the customer. With the rise of e-commerce, mobile shopping, and most recently smart technologies, new competitors threaten this long-standing supremacy. Consumers have traditionally made purchase decisions at the store shelf, giving institutional brick-and-mortar retailers great power to learn about and influence behaviors and preferences.
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