Supported the merger and reorganization of two consumer goods companies, helping to create the new organizational structure and modeling the associated cash benefits and costs. Serving as interim head of FP&A, created a 13 & 26-week cash flow forecast and annual budget for the newly merged entity. Led integration of the two respective SKU portfolios and the development of a recurring product rationalization process.

Committed to developing and commercializing innovative anti-bacterials to treat multi-drug resistant (MDR) infections. Provided analytical support during an in-court Chapter 11 restructuring and subsequent sale process. Developed and maintained DIP forecast, completed monthly reporting packages, and supported cost cutting and cash management initiatives.

Developed and instituted cash management measures while supporting the FP&A function by creating a consolidated 13-week cash flow and annual business plan for the two international entities. Supported the company by pulling and consolidating data during the due diligence eventually leading to the consensual sale of the business. Worked with the new sponsor in the post transaction period to develop a revised annual business plan.

Conducted field force effectiveness study and worked with the operational leadership to reposition corporate functions to better support the field. Reviewed individual contract profitability and created exit strategies for poorly performing contracts. Supported asset sale of over 4,000 vehicles & equipment and managed cash flow and profitability scenario analyses to support overall strategic assessment.

Worked with interim management of the US business unit of a European global footwear & apparel company during a large reorganization effort. Created a new sales incentive program for the wholesale sales organization, reviewed wholesale business profitability, and executed recommendations for the go-to-market strategy of the underperforming golf segment. Developed a store level profitability analysis and supported lease renegotiations across 100+ stores, recommending that the company exit the stores that could not reach profitability through negotiations.