Served as interim CFO for publicly traded company. Helped set organizational priorities, simplified IT roadmap, fixed key processes, and drove cost efficiencies.

Served as interim CFO and transformation program leader post-private equity acquisition. Spear-headed performance improvement initiatives to ultimately deliver on EBITDA improvements beyond investment ‘thesis’.

Led the development of a transformation plan following private-equity acquisition (carve-out from a public company). Established achievable targets for revenue growth, rationalized cost structures and capital plans, renegotiated supply chain agreements to right-size inventory, devised liquidity management/business intelligence tools, and crafted stakeholder communications to support covenant waiver.

Served as Chief Transformation Officer responsible for designing and executing the Company’s ‘path to profitability’ and turnaround plan. Identified and implemented over $14M of annualized EBITDA and cash savings initiatives.

Led strategic alternatives assessment and stabilized the business during COVID crisis. Devised and executed company’s ‘revitalization’ plan concentrating on commercial strategy, ‘fit for purpose’ organization design, and cost optimization impacting EBITDA by $10M+

Served in interim finance and operations leadership role during its turnaround that delivered $100M+ EBITDA improvement over 2 years.

Advised company on financial restructuring and separation from its Fortune 500 parent, resulting in its successful transformation into a stand-alone company.

Headed liquidity management and working capital optimization program that generated $300M improvement in cash.

Advised company on its debt restructuring and turnaround that refocused the company on delivering on its core products. Recipient of TMA’s Mega Company Turnaround of the Year Award.

Served in an interim restructuring officer role responsible for developing reorganized company business plan, negotiating with constituents, and driving turnaround efforts.

Advised parent company on strategic alternatives for a distressed Canadian and US subsidiary. Oversaw the monetization of assets and wind-down of operations generating over $1B of cash.