Our Portfolio of Projects and Case Studies
- ALL
- / FUNCTION/ROLE :
- CEO
- CFO
- COO
- FP&A
- / INDUSTRY :
- Automotive
- Consumer Products
- Industrials
- Retail
- Services
Product Profit Rebuild $3.5B Industrial/Consumer Products Manufacturer
Situation: Business unit experiencing increasingly negative EBITDA. Multiple unsuccessful attempts to resolve the issue through different business finance managers. Key Results: Transformed a $20M annual loss into a $20M annual EBITDA by developing sophisticated financial bridges to identify and quantify the root causes of the losses. Conducted an in-depth analysis of cost accounting and standard…
Re-Build Corporate FP&A for Industrial Services PE owned firm
Build out of the FP&A department from the ground up, creating centralized repositories for KPIs and financial metrics to enable daily reporting. Turned a COVID-year loss into profitability by developing a sophisticated labor analysis and tracking system. Automated monthly financial reporting for internal stakeholders and PE partners, as well as the creation of an automated monthly…
Carve Out $3.5B Business to PE while Consolidating Shared Service Finance Platform
Build out of relocated Finance function for carved out $3.5B operation. Consolidated four regional offices into one N.A. Shared Services function. Implemented Finance Business Partner Structure to support Sales, Operations, Strategy, and PMO. Rated Best in Class by McKinsey audit. Implemented monthly Executive Review including budget and forecast variance analysis, Operations KPI scorecard, and FY forecast with gap…
Company B
$40m EBITDA improvement – developed sophisticated financial bridges to identify and quantify value creation opportunities and initiatives. Conducted an in-depth analysis of cost accounting and standard costing, leading to strategic actions, including the closure of an unprofitable U.S. plant, the implementation of inter business transfers between Asia Pacific and EMEA, and the renegotiation of raw material…
Company A
$70m EBITDA improvement following carve-out. Identified and executed savings initiatives across store operations, DC operations, and SG&A. Key initiatives included price increases, off shoring the Accounting function, SG&A staff reductions, IT expense reduction through elimination of duplicative or unnecessary applications, closing unprofitable stores and DC locations, optimizing customer order quantities and delivery schedules, optimizing store fulfillment…