Rob Montgomery, Partner
Rob specializes in leading teams to restore and improve financial and operating performance in situations ranging from distressed restructurings through ‘good-to-great’ transformations. Over the last 20-years he has partnered with clients across a diverse set of industries including auto, consumer, hospitality, industrial, mining and retail.
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Interim Director of Operations. Led initial phase of operations launch, scaling of internal teams and transition of operating responsibilities to permanent team members. Responsible for development and execution of the strategy, and codification of rapidly scalable SOPs, supporting deployment of 1,000 operating cells across North America.
Chief Transformation Officer. Responsible for development and implementation of $135M+ operational transformation program. This ‘Transformation in a Bankruptcy’ served as the cornerstone of the company’s successfully negotiated consensual plan of reorganization.
Led design and governance of a highly complex 3-year transformation program to deliver $2.0B+ of value creation. Introduced lean principles to field organization improving productivity by ~20% and dramatically reducing backlog of work and improving safety across distribution networks.
Responsible for the identification of cost reductions across operating platforms and functional areas as well as providing strategic transition planning and oversight in support of an extensive asset sale process.
Engaged post-acquisition by PE fund to recruit and train Financial Planning and Analysis team and to develop and codify suite of planning and reporting tools and processes. Led retail operations team on EBITDA-enhancing profitability review of 250-store fleet, developed 4-wall operational assessments and negotiated store sales, lease concessions and buyouts.
Interim Executive and Restructuring Officer. Successfully pivoted business to a ‘back to basics’ operating model that yielded LTM EBITDA improvement of $37M, comp revenue improvements across direct and retail channels and a 40% reduction in year-end inventory and accounts receivable. Completed pre-negotiated restructuring in under six months.
Company-side advisor on successful Chapter 11 reorganization. Structured and directed treasury operations and cash management functions, personnel and controls for organization recently separated from $1.8B parent company. Directly responsible for daily cash and financial performance management across portfolio of casino and hotel properties.
Led forensic review of legacy pricing and manufacturing cost increases across 40+ of the company’s high-volume products (200,000+ units sold annually) and identified $50M+ of margin improvement across the portfolio. Supported development and implementation of $70M in EBITDA improvement through facility consolidations and manufacturing layout optimization.
Company-side advisor on successful financial restructuring program. Led the design, implementation and oversight of a vendor management program tasked with negotiating vendor liability settlements while maintaining uninterrupted flow of products and services to the company’s manufacturing facilities across North America.
Engaged by the office of the CFO to evaluate and enhance existing controls and capabilities related to treasury operations and liquidity management. Developed and deployed suite of financial planning and analytic tools as well as 5-year strategic business plan.
Led design and governance of a multi-year operational transformation program identifying over $300M in recurring annual EBITDA improvements as well as generating $80M in cash release through working capital optimization. Served as senior advisor and coach to the client’s Chief Transformation Officer.
Engaged to evaluate sales and operations planning process, liquidity needs and working capital management. Developed integrated tools to assess capital allocations and manufacturing production plans based on global retail channel performance, forecast sell-through and category demand.
Developed and implemented an integrated cash forecasting and working capital management process. Established cross-functional team tasked with increasing liquidity through enhanced cash forecasting, collections and rebate management, contract negotiations, demand forecasting and inventory management.