How has corporate governance evolved over the past 30 years?
What has been the effect of that evolution on share value?
How has the legal environment for boards shifted over recent decades?
You maintain that the current governance platform needs more in order to increase share value. What “more” is needed?
You’ve written that when it comes to corporate governance, one size does not fit all. What exactly do you mean by this?
Keeping in mind your one-size-does-not-fit-all caveat, are there certain steps you would counsel all boards to take to increase share value and avoid liability?
In your research you have discovered two things about corporate governance that defy conventional wisdom. What are these?
Is there a reconciling theme connecting reorganization and governance?
Martin Bienenstock on how he assisted Texaco reorganize after the Penzoil litigation and prevent it from being divided and sold for parts.
Martin Bienenstock on how he counseled Enron through Chapter 11 Bankruptcy by salvaging the non-fraudulent businesses within the company.
You represented a group of entities comprised of banks and hedge funds that had $1.6 billion in Owens Corning debt. Tell us about that case.
How did you help General Motors quickly through Chapter 11?
How did you use your knowledge of reorganization and governance to solve Puerto Rico’s problems with its public corporations?
What is your background and experience as a lawyer and an academic?
How did you come to focus on corporate governance and reorganization?
What do you find most rewarding about your practice?
Who were your legal mentors?
What advice do you have for young attorneys practicing in your areas of law?
Martin Bienenstock discusses his practice group and how it fits into the law firm of Proskauer Rose