Advised a sponsor-backed direct (ecommerce and catalog) apparel retail on an operational restructuring as the company grappled with the impacts of COVID-19. Efforts led to secured debt being repaid in full.

Identified $8M in cost savings opportunities in 5 weeks for distressed provider of tech-enabled services and IT managed services. Resulted in long-term forbearance.

While serving as Chief Financial Officer, led the live event operator through an operational turnaround that resulted in 1600 basis points of EBITDA improvement year-over-year. The company was acquired by Spartan Races, its chief competitor.

Developed strategic plan for highly profitable children’s hospital, part of a large non-profit regional healthcare network.

Led effort to negotiate improved payment terms and supplier contracts resulting in ~$15M of value creation in 8 weeks, exceeding target by 10x; redesigned inventory stocking model for key SKUs resulting in significant reduction in DC opex and inventory dollars; created value driver tree based analysis to benchmark key competitor products and model impact of commodity and other input prices on competitor costs.

Led expert team to identify $3.5M of freight and warehouse efficiency savings for a $400M revenue packaging distributor in 5 weeks.

Led team that identified and executed on $60M in G&A reductions (~20% of baseline) for global manufacturer of industrial packaging with over 2,000 G&A employees across 30 countries.

Led multiple efforts including design/implementation of 13-week cash forecast, strategic assessment of natural resource assets, and supported restructuring of large international subsidiary.

Redesigned the distribution infrastructure (moved freight routes, optimized DC labor, consolidated shipping) and identified $10M of EBITDA savings and $20M of cash savings in six weeks.

Advised bank group to distressed building materials supplier undergoing demand shock due to homebuilding recession, enabled 250 jobs to be retained.

Assisted private equity owned business through restructuring, forbearance process with lenders and establishment of cost reduction program.

Led a team charged with identifying revenue and cost opportunities across all aspects of a large apparel retailer. Identified $200M of opportunity in six weeks, including a revamp of the retailer’s costly catalog operations.

Developed cash forecast, identified overhead cost reductions, and developed strategic plan for $600M acute care healthcare system (Atlanta’s public safety-net hospital). Team’s recommendations resulted in overhaul of governance and eventual replacement of Board of Directors.

Redesigned the org chart and identified millions of EBITDA improvements in gross margin and SG&A for this sponsor-owned business.