Brooklyn, New York, United States
• Led merger and acquisition (M&A) diligences for leading private equity firms to define deal thesis, evaluate potential synergies and dis-synergies, assess entanglements / TSAs, and define path to close and first 100-day plans · Led global business services (GBS) workstream to deliver ~$100-130M in annual costs savings within larger multi-year transformation for leading global medtech company, sizing the full potential opportunity, designing the operating model, aligning internal stakeholders, installing governance and SLAs/KPIs, and outlining detailed transition plan
• Performed multiple operational due diligences in Private Equity Group (PEG) for leading global private equity firms to evaluate target operational efficiencies and value creation upside, assess risks across the enterprise with focus on cost and cash, and developed post-acquisition value creation plans with required tactics, timing, and one-time costs • Led several Portfolio company value creation engagements partnering with leading global private equity firms and management teams to improve commercial / go-to-market (GTM) effectiveness, redesign business processes, optimize product and service pricing, centralize SG&A functions, deploy AI/automation, and drive profitable growth • Supported leading wealth management aggregator to define multi-year full potential strategy to grow revenues by ~$400-600M and expand margin by ~10%, realigning GTM strategies, optimizing price/fee schedules, increasing advisor productivity through op model and AI-enablement, and improving SG&A efficiency and real estate footprint • Partnered with leading national window and door manufacturer to capture ~$170M in annual costs through multi-year transformation, validating source of revenue and cost leakage, standing up client PMO, developing scalable tools/playbooks, chartering initiatives across full enterprise, and performing zero-base redesign of key processes
• Supported Fortune 100 beverage company in recapturing ~$200-300M in annual lost revenue through end-to-end supply chain optimization, designing enhanced AI/ML demand forecasting algorithms, defining data infrastructure across value chain, building future-state digital capabilities roadmap, and mobilizing multiple teams and leadership • Supported leading global independent bottler in multi-year transformation to realize ~30% run rate EBITDA uplift through strategic and hands on operational excellence, developing scalable solutions/playbooks, defining workforce optimization approach, standing up client OpEx team, and launching continuous improvement (CI) training program
• Led COVID-19 response for ~$1.1 billion business unit to ensure continuity of supply through daily threat analysis, dynamic project prioritization, proactive product redesign, scenario planning, and proactive stakeholder management • Functioned as chief of staff for business unit president and vice president of manufacturing to drive strategic decision-making, real-time crisis management, and organizational urgency, resulting in $100M+ revenue uplift in H1 2022 • Rebuilt multiple business, planning, and engineering processes with cross-functional core team through continuous improvement methodologies, improving organizational visibility, speed of decision-making, and resource efficiency
• Led international product transfer program with 30-person project team to deliver ~$10 million in annual pre-tax operating income on ~$60 million product portfolio through direct spend optimization with ~$6.5M program budget
• Managed multiple supplier management plans, scrap reduction initiatives, and other process development activities for life savings medical equipment, resulting in ~$20M+ in cost reductions and scrap savings
• Led new product development (NPD) team to develop and commercialize new invasive surgical instruments