Devised a plan for liquidity management and margin expansion for an early-stage apparel company. Identified obsolete inventory for liquidation, reduced no. of styles offered by 30%, curbed catalog circulation by 15%, re-directed marketing spend from catalog to digital channels, and curtailed frequency of new collections from once a month to once a quarter.

Developed commercial strategy, setting the company on a path to grow three-fold in the next 3-5 years. Re-organized sales territories based on growth potential, designed a new sales incentive plan, optimized sales cycle and pipeline management process, and established rigorous pricing and quoting guidelines.

Conducted a comprehensive market assessment during COVID-19 for a global relocation services provider. Drafted the COVID-19 affected industry outlook based on a survey of 200+ customers and 15+ confidential interviews with senior industry leaders. Enabled company management to adapt their go-to-market strategy in an otherwise challenging and uncertain macro environment.

Identified ~5% of EBITDA margin improvement initiatives by optimizing pricing, centralizing procurement, streamlining sub-contractor spend, and right-sizing customer service staffing. Provided an independent report to the lender group that allowed the company to receive covenant relief and turn around its performance.

Identified $100M of cost savings across COGS and SG&A on $1.5B of cost base for an industrial client. Effort resulted in a massive transformation program across 20+ sites in the US and Europe.

Developed a roadmap for Day 1, Day 100, and end-state Commercial function for a fab-less semiconductor merger. Instituted consistent pricing policies, established new delegation of authority, mapped customer quoting and sales processes, developed sales coverage map for overlapping customers, and prepared detailed customer communication plans.