When the numbers
have to hold up.

Challenge: The business was acquired as a carve-out without an established finance function. It needed reliable weekly visibility into cash, covenant compliance and performance, and a finance team to produce it.

Solution: Served as Interim CFO and stood up the finance function. Built and owned the three-year business plan (income statement, balance sheet and cash flow, with covenants, debt and hedging), the weekly 13-week cash flow, the board package and KPI dashboards. Led liquidity and covenant management, with the cash flow flagging cash shortfalls, low points and liquidity gaps and tracking actuals against forecast and the borrowing base. Led cost optimization and tracked value creation initiatives by owner and status.

Impact: The company moved from no established finance function to weekly liquidity visibility, covenant monitoring and board-ready reporting, and was positioned for a future sale.

Challenge: A PE sponsor needed to understand the standalone cost base, TSA requirements and carve-out risks of a B2B media technology business.

Solution: Led discussions with functional heads, built the standalone cost analysis by function, reviewed the TSA and IT carve-out, and assessed offshore operations.

Impact: The standalone run-rate estimate of $4M - $5M was the incremental cost needed to run the business independently from the parent.

Challenge: A B2B technology, data and marketing company was being split into two standalone businesses, and each needed a view of its standalone costs, one-time costs and transition services.

Solution: Built the standalone operating model and cost estimate for each business, sized one-time costs and defined the TSA scope.

Impact: Standalone costs fell by $2M for one business and rose by $3M for the other.

Challenge: Declining activity and cost pressure required actionable insights into savings opportunities and operating model efficiency, including sizing the organization for a smaller active fleet.

Solution: Supported a 100-day cost take-out program of about 85 workstreams. Assessed cost structure across G&A, operations support, shore-based offices, supply chain and capex: 44 position reductions, a supply chain review of about $133M of addressable spend, and an assessment of nearly 50 capex initiatives. Built an integrated financial model supporting liquidity planning and scenario analysis.

Impact: The work identified $16M of recurring annual savings, with a sequenced roadmap for capturing value.

Challenge: A PE sponsor was combining two home décor and textile manufacturers and needed a validated view of synergies and a plan to capture them.

Solution: Led operational due diligence, then post-close integration planning and execution. Built the synergy model bottom up across headcount, plant consolidation, facilities, raw materials, logistics, IT and SG&A, with one-time costs to achieve, risks and a phased timeline. After close, tracked post-close synergies against the diligence estimate.

Impact: Identified $60M - $95M of net recurring synergies for $17M - $23M of one-time costs, and tracked their realization after close.

Challenge: An oil and gas borrower faced a $35M borrowing base deficiency, depressed commodity prices and tight liquidity. The lenders needed an independent view of cash, reserves and recoveries to choose between a negotiated out-of-court deal and a full equitization.

Solution: Served as financial advisor to the revolving credit facility lenders. Monitored the borrower’s 13-week cash flow and budget to actuals, ran lender recovery cases on adjusted reserve and production assumptions, and analyzed term sheet proposals covering take-back debt, preferred and common equity conversions and sponsor new money. Compared the borrower’s offer to a full RBL equitization.

Impact: The borrower’s offer beat a full equitization on lender recovery in all three cases tested, and the restructuring closed successfully out of court.

Challenge: A public education company acquiring a healthcare education provider needed to understand cost structure, synergy potential and integration risks before signing, in about six weeks.

Solution: Mapped the target’s organization by department against the buyer’s, compared headcount and spend, and sized headcount and non-headcount synergies by function. Estimated one-time costs to achieve and flagged red flags in campus operations and accreditation, financial aid, marketing disclosures, IT security and finance systems.

Impact: Identified $7M - $11M of net annual cost synergies, about 4% to 6% of the target’s cost base, for $8M - $13M of one-time costs.

Challenge: Leadership needed a fact-based view of cost savings across four electronic manufacturing service providers.

Solution: Analyzed direct materials (vendor consolidation and payment terms), indirect spend, organizational spans of control, labor productivity and overtime, and benefits, and evaluated production migration to a lower-cost geography.

Impact: Identified $7M - $16M of run-rate savings achievable in 18 to 36 months.

Challenge: The platform had been used only internally by a single provider and had no external validation. Leadership needed to know who would buy it, how large the market was, and what had to be in place before a first pilot.

Solution: Mapped the Texas Medicaid buying landscape and identified the primary buyers, with the state agency as a policy and legitimacy partner rather than a purchaser. Sized the serviceable market using public enrollment data and multi-state benchmarks. Assessed pilot readiness across seven domains (compliance, security, environment, reporting, rules coverage, support and procurement), built a risk matrix and a five-person operating model with one-time compliance costs, and sequenced an 18-month roadmap.

Impact: Gave leadership a pilot-first plan to close readiness gaps in the first six months, land one to three authority pilots in months six to twelve, and expand in months twelve to eighteen.

Challenge: The company required clarity on how liabilities, exposures, and entity-level outcomes would shift under different separation scenarios.

Solution: Assessed liability allocation and exposure pathways. Modeled separation scenarios to illustrate entity-level financial and operational implications. Provided a framework highlighting key tradeoffs and exposures.

Impact: Delivered a structured, defensible view of risk distribution and financial implications.