Selected engagements
The work, described plainly.
Client names are withheld, and each advisory engagement is described by the size and industry of the business, the situation I walked into, and what changed. Prior in-house roles are named. Filter by industry if you are screening for domain fit.
How to read these. A figure marked identified is a quantified, validated opportunity handed to the client — not a delivered result. Every other figure was realized during the engagement. The two are never combined into a single number.
Industry
Automotive Manufacturing (Tires)
$3B+ North American subsidiary
Interim Finance Executive / CFO
Director of Finance & Accounting / CFO, finance transformation
Ongoing – advisory as the permanent CFO transitions in
Rebuilt the finance operating model across accounting, FP&A, costing and inventory, procure-to-pay, working capital, systems and enterprise reporting. Owned the GL close, reconciliations, controls and audit readiness, and redesigned the finance organization to fill the leadership gaps.
Forecast accuracy within ±5%, close 20-30% faster, and $150M+ in working-capital opportunities identified
Staffing & Workforce Solutions
$3B+ PE-backed
Value Creation & EBITDA
Value creation PMO after a private equity investment
6 months
Built and led the enterprise PMO across 20+ cross-functional workstreams – pricing, procurement, SG&A, shared services and IT. Quantified benefits initiative by initiative with FP&A, folded them into the forecast, and briefed the C-suite and the sponsor.
$26M+ run-rate EBITDA within six months, including $16.1M of year-one cost reduction and $24M of OpEx savings
Building Products
$2B PE-backed
Interim Finance Executive / CFO
Chief of Staff to the CFO through a leadership transition
12 months
Owned budgeting, forecasting, reporting, cash flow, risk and controls while the CFO seat turned over, and documented the processes so they would survive the handover rather than leave with me.
Forecast variance to actuals within ±3% and audit findings down ~30%
Chemical Manufacturing & Distribution
$1B PE-backed
Interim Finance Executive / CFO
Chief of Staff to the CFO through post-acquisition integration
12 months
Led financial integration across six business units – consolidating reporting systems, aligning accounting practice, standardizing data management and building the KPI dashboards. Managed working capital and liquidity and renegotiated supplier contracts.
Monthly close down ~40%, $25M+ cash unlocked for reinvestment and debt reduction, and $8M+ in cost savings
Diversified International Insurance
$4B group
Strategy & Transformation
Board-appointed strategy refresh and operating model restructuring
9 months
Co-led the redefinition of the U.S. strategy: diligence across underwriting, claims and distribution, value-stream mapping and benchmarking, then restructuring of the business units and shared services against NAIC-aligned controls.
Written premiums +12% YoY, combined ratio down 4.5 points, operating expenses down ~15%, plus a $40M EBITDA roadmap identified
Fintech & Financial Services
PE-backed, preparing for IPO
Interim Finance Executive / CFO
Interim VP of Finance for IPO readiness
6 months
Built the income statement, balance sheet and cash flow models, prepared SEC and GAAP-compliant disclosures, and planned the capital structure and equity offering alongside auditors, bankers and the executive team.
Investor-grade disclosures delivered ahead of schedule, audit revisions down ~30%, forecast accuracy improved >20%
Commercial Real Estate Services
$8B global
M&A & Post-Merger Integration
Standing up the Americas PMO across three merged entities
12 months
Engaged by the COO and CFO after a private equity acquisition. Built one master list of 75+ projects on a shared dashboard, a consultant and contractor registry, a bi-weekly review cadence with a monthly Top-10 executive session, and a PMO playbook of charters, business cases and reporting templates.
75+ projects unified, status-reporting lag down >40%, onboarding cycles down ~30%
Commercial Real Estate Services
$8B global
Value Creation & EBITDA
Continuous improvement program across 19 initiatives
12 months
Established and led the program post-acquisition, assessed every sub-initiative for cost, run-rate and EBITDA benefit, assigned project managers, and enforced charters and budgets with bi-weekly RAG reporting to an executive steering committee.
$35M run-rate EBITDA improvement with $12M captured in the first year, and a 40+ initiative pipeline built for the year after
Commercial Real Estate Services
$8B global
Value Creation & EBITDA
Designing and executing a $15M operating hedge
6 months
Built a contingency cost program at the request of the COO and CFO across travel, marketing, headcount, procurement and contractor spend, coordinated HR and Legal so it could be executed fast and compliantly, and took it to the CEO for sign-off.
$15M incremental EBITDA delivered in 2H 2019, tracked monthly to executive leadership
Integrated Steel Production
$17B producer
FP&A & Corporate Finance
Finance and accounting function assessment
5 months
Assessed order-to-cash, procure-to-pay, plan-to-manage and close-consolidate-report against leading practice and peer benchmarks, ran root-cause analysis on the critical path, then redesigned ERP functionality and scoped an offshore shared services program.
$25M+ in efficiency gains identified, with ~30% of manual work and cycle time identified for removal
Global Pharmaceuticals
$50B producer
M&A & Post-Merger Integration
Post-merger integration planning across 10+ global functions
3 months
Built a four-phase framework – Day-1 readiness, interim transition, future-state design, full integration – spanning finance, operations, R&D, supply chain, regulatory affairs, HR and commercial, with governance protocols, decision rights, escalation paths and synergy models.
$400M+ in synergies identified, future-state finance spend held below 1% of revenue, decisions ~30% faster
Office Products Retail & B2B Supply
$15B retailer and supplier
Strategy & Transformation
CEO-mandated strategy for a declining product business
12 months
Sized the market and its growth rates, ran a decision-framework workshop for the CEO and executive committee, and built the Build-Buy-Partner analysis, deal economics, pro formas and pipeline that came out of it.
$250M+ in growth opportunities identified and a $1B+ M&A pipeline built
Wireless Services & Products
$8B global
Strategy & Transformation
Designing, building and launching a shared services center
12 months
Stood up a finance and accounting center in Costa Rica end to end – business case with DCF, NPV, IRR and payback, site selection, vendor sourcing, technology enablement, local regulatory compliance, and a phased transition of AP, AR, GL and fixed assets with documented procedures.
$20M+ annual run-rate savings on a sub-three-year payback, operations consolidated across 10+ countries
Wireless Services & Products
$8B global
FP&A & Corporate Finance
Finance and accounting lead on a $100M+ global ERP program
22 months
Built the funding business case, then ran PMO financial planning, budgeting and expense management, reported monthly to the executive steering committee, and coordinated three consulting firms alongside the Controller on CapEx compliance.
Delivered on budget across 10+ countries with zero audit findings; manual reporting effort down ~40%
Physician Practice Management
$250M
Interim Finance Executive / CFO
Interim VP of FP&A through executive turnover
6 months
Held a multi-level finance team together through a leadership gap, ran quality checks on forecasts, variance analyses and reporting packs, led the annual budget with business unit leaders, and implemented Hyperion Planning with training and change management.
$250M budget delivered on time across 20+ practices; Hyperion live within 90 days; forecast cycle time down ~35%
Consumer & Industrial Products
$17B global diversified
M&A & Post-Merger Integration
Distribution center program through a public company reverse merger
12 months
Modeled the cost of a new Eastern-US distribution center after a subsidiary retained the existing facility post-merger, and built the business case and DCF with HR, IT, supply chain, real estate and outside consultants – down to warehouse layout, racking and picking-station design.
$120M+ business case for a 1M+ sq ft facility; ~15% labor efficiency and ~20% faster fulfillment; $25M+ synergies identified
Packaging, Paper & Facility Solutions Distribution
Publicly traded North American distributor
Strategy & Transformation
Multi-year strategy through implementation, including a $330M acquisition
In-house long-term consulting role, ~3 years
A long-term consulting engagement carried on the client payroll at their request. Created the multi-year strategy, built the implementation plan and then ran the implementation across four business units, including absorbing a $330M revenue acquisition into the platform across finance, commercial and operating processes.
$160M in organic revenue growth and a $330M revenue acquisition absorbed into the platform; the business was later sold to private equity at $170 per share, against a pandemic low of roughly $10
Packaging, Paper & Facility Solutions Distribution
Publicly traded North American distributor
Value Creation & EBITDA
Establishing pricing governance across the platform
In-house long-term consulting role, ~3 years
Built the pricing governance framework: decision rights, approval thresholds, exception handling and margin reporting, so that pricing decisions were made against margin data rather than negotiated case by case. Pricing sat alongside the other value-creation levers: revenue, COGS and OpEx, headcount and non-headcount.
3% EBITDA lift
Packaging, Paper & Facility Solutions Distribution
Publicly traded North American distributor
Strategy & Transformation
Raising initiative delivery across the enterprise portfolio
In-house long-term consulting role, ~3 years
Owned the enterprise portfolio process end to end: intake, prioritization, benefit quantification and status reporting, so that initiatives were sequenced against real capacity and tracked to one set of numbers.
~30% improvement in initiative delivery
Showing 19 of 19 engagements
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