Michael Sicoli would like you to know INAP is back in business.


The information center company has emerged from bankruptcy, with half its debt, and what it expects is a strategy for recovery.

INAP wakes up “We’ll grow out of here the business is still sustainable.” The company he entered was fraught with unsustainable debt levels and decreasing revenues.

“We spent the better part of the year attempting to come up with solutions to getting a substantial quantity of debt,” Sicoli said. Different options were considered, prices were cut, and attempts were made to sell components or all the business.

“As we got to the initial portion of 2020, it merely became obvious that the most effective strategy to deal with it is to utilize the US bankruptcy process.” INAP, subsequently with $450m in debt (down from more than $600m), filed for Chapter 11 bankruptcy in March.
“We could work with a prepackaged bankruptcy, since we put an extremely substantial premium on attempting to get in and outside of bankruptcy as speedily as possible to minimize the adverse PR and decrease any possible disruption to customers, providers , or channel partners.”

The firm entered into bankruptcy in cooperation with its lenders, collectively agreeing to some restructuring program. “We all did was essentially cut the debt and, in trade, the lenders became equity holders, and our past public bankers got basically nothing”
Public investors losing all their investment”was unfortunate,” Sicoli said, adding”but we’ve got a new set of bankers today.” The newest backers, the organization’s creditors, now own most of the company – and so are still owed $225m more than five years. “Part of this [$75m] has been to help us get present with sellers and allow us to cover the total cost of the bankruptcy, but most of that money is presently sitting on the balance sheet, available for us to spend to grow our company.”

That, Sicoli expects, has become the focus. “We’d been working on the balance sheet for such a long time, we had not paid as much attention to the core business as we would have otherwise liked,” he explained.

But only a month from bankruptcy, Sicoli admits it is early days. A less than 60-day bankruptcy proceeding helped, but some customers were understandably concerned when they heard INAP was declaring bankruptcy.

Many customers know how US bankruptcy proceeding work, with a focus on company continuity, and weren’t overly concerned, Sicoli asserted. Others, especially international customers with distinct bankruptcy procedures, were significantly more concerned. “Outside the US, bankruptcy typically means you are closing your doors and they have been concerned about potential disruption from the business,” he said.

But”declaring bankruptcy was likely less of a problem than the year leading up to that – particularly as an individual company, with everybody being able to view our stock price every day and wondering what is going on, and when we are going to declare bankruptcy.
A tough sales call

Throughout the authentic bankruptcy, Sicoli stated that only a negligible amount of customers left, but finding new customers was tougher. “It had a much bigger impact on earnings, because you are trying to encourage someone to buy from you today, while you’re in bankruptcy – which just gives them an excuse to rule you out.”
He explained the business currently in a period of”regrouping and becoming some of the major positions filled and rebuilding momentum from the market,” before hopefully achieving growth in six to 12 weeks.

Sicoli pushed against the idea he was enjoy the numerous turnaround CEOs that often oversee the transition stage, and then move on. “I really don’t actually view myself as a turnaround CEO,” he explained. “Yes, I was here to correct the balance sheet, but now I am here to run the company – and no one’s interested in an apartment or very low growth answer here. We would like to create this something considerably more significant.”
While he sees with an”easy path” into single-digit growth, he thinks that the firm could”function as double edged growth firm – that’s my objective.”

That company will prioritize five areas the company believes it has a solid offering in: Colocation, dedicated private cloud, bare alloy, functionality IP, and handled public cloud.
“Managed public Cloud is the tiniest of those revenue streams today, but one which I think represents substantial growth potential,” Sicoli explained.

“I think the cloud and the IT services also represent a substantial growth opportunity,” he explained. “Colocation does too, but it likely does not have exactly the identical growth characteristics like cloud, whether it’s public or private. Colocation growth is a great deal more tied to chunks of capex, whereas it is possible to pay as you go concerning the cloud”
Component of that strategy will be to invest more. “Growth necessitates care in our area, and we weren’t in a position to really commit to paying a great deal of capex once the balance sheet was not fixed. The balance sheet is repaired, we can commit to paper,” he said.

“We’re ready to go to the offensive”

It is expected such spending will be accomplished with greater caution than that which got INAP into heavy debt in the first location. For the time being, Sicoli is planning to spend the money on organic action,”like enlarging our places, purchasing servers,” rather than acquisitions.

“There is likely to be lots of M&A in our area during the next few years since it’s still somewhat ironic,” he said. “However, I think we have loads of runway to develop absent M&A, just by placing our heads down, placing all our focus into running our small business.”

That said, he said:”There are many other troubled balance sheets within our space, so at any point there’ll be more consolidation in our industry – we might or might not take part in that.”