Private Equity CFO Services
Post Acquisition Integration
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Fractional CFO Services
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Interim CFO Services
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Staff Augmentation for CFO Support
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Due Diligence
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Target assessments (buy & sell) and investment due diligence
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Post-acquisition support
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Support for bank financing, capital raises, lease negotiations
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Crisis management/turnaround advisory
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Liquidity event readiness
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Bankruptcy
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Focused mentoring
Exit Preparation/IPO Preparation
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Leadership of critical financial initiatives
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Financial strategy development
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Business plan development
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Business models & pricing strategies
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Financial/budget modeling
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KPI Executive Orientation
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Transaction Readiness
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IPO Prep
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IPO Readiness
Ongoing business management
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Transitional CFO Services
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Turnaround & Restructuring
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ESG Assessment
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FP&A Function Standup
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Continuous Value Addition
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Post-Transaction Integration
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Finance Team Assessment/Advising
Common Engagement Needs
Unreliable Forecasts of Revenue, Profits, & Cash Flow
Insufficient Information for Critical Business Decisions
Unqualified Accounting Personnel
Leadership Vacancies
Staff Lacking Clarity & Sense of Urgency
Lack of Business Insights or Strategic Recommendations
Lack of Preparation for M&A Activity
Broken or Challenged Relationships with Finance-related Stakeholders
Experience in over 178 Industries
Manufacturing • Healthcare • Technology • Consulting • Restaurants • Distribution
• Non-Profit • Retail • Software Construction • Professional Services • Real Estate
• Finance • Food & Beverage • Oil & Gas • Private Equity • SaaS
Experienced PE CFO Partners
Dallas/Fort Worth Office - PE Portfolio & Public Companies: As CFO, was instrumental in turning around and restructuring a $100 million PE-owned commercial printing company, a $40 million public medical device company, a $20 million PE-owned geospatial and aerial mapping services firm, and a $42 million public fabless semiconductor company.
Dallas/Fort Worth Office - SaaS Company: Led as the founder and CEO of a technology company specializing in data backup, disaster recovery and business continuity solutions, producing significant growth in revenue, profitability, and customer service. Expanded operations across the United States and Canada and led its subsequent sale to a private equity buyer at 11x EBITDA.
Dallas/Fort Worth Office - RV Dealerships: Performed post-acquisition integration activities for PE owned RV Dealership relating to financial reporting, system integration, and process and procedure improvements. Implemented and managed all aspects of $100 million floor plan account. Led the dealer acquisition team’s transition from the incumbent floor plan provider to new provider at 10 sister dealership group locations.
Washington, DC Office - Financial Services Industry, Commercial Finance Company: Led PE owned specialty finance company as CFO, evolving accounting to true finance function, led company through a successful IPO, secondary offering, and multiple capital market and bank financings; financing strategy fueled 10x balance sheet growth in 5 years. Instrumental to REIT conversion, buy-side M&A, international expansion, spin-off, transition to regulated bank holding company, and successful acquisition.
Denver office – Aerospace Manufacturer. As Chief Financial Officer, John was hired by the Private Equity owner to turn-around financial performance and prepare the company for sale within 4 years. He managed the acquisition and financial integration of multiple entities, increasing revenue and improving the breadth of product offerings. John implemented a complete ERP/MRP system, including full inventory control functionality, BOM creation, routings, assembly, and supply chain procedures, reducing annual inventory write-off by $500K. He restructured the company’s Balance Sheet and financial burden by eliminating 3rd party debt and converting debt to preferred equity. John championed and drove the implementation of the Theory of Constraints (TOC) on the shop floor, improving the manufacturing velocity by 25%. He also improved the monthly close processes, reducing the close cycle from 25 days to 5, and worked with key customers to secure price increases despite the existence of several LTA’s resulting in profit increases of $6M.
Houston Office - Automotive, Food Manufacturer: Successfully turned around a $175 million PE-backed automotive remanufacturer of transmissions and engines with negative EBITDA and minimal business value. Achieved $37 million in EBITDA and sold the company for $191 million. Also successfully turned around a publicly-held food manufacturer and strategically negotiated the sale for 4x market value.
Atlanta Office – Managed IT Services Firm. Brian served as Chief Financial Officer for this $180M private equity-owned services firm specializing in Managed IT/SaaS, Field Services, and Building Technologies across North America. He managed 30+ people in Finance, Treasury, HR, Legal, Purchasing, and Regulatory functions. Brian orchestrated the sale of the company, generating a 250% increase in shareholder value from June 2015 through October 2017. He helped grow revenue from $53M to $180M and EBITDA from $5M to $26M in EBITDA in three years through mergers, acquisitions, and operational improvements. Brian rebuilt the finance team, hiring a new Controller and enhancing processes to restore morale and generate efficiencies. He also scaled operations from 250 employees to over 1,000 employees and 3,000 independent contractors in all 50 states, exceeding expectations by hiring 60 employees in one month. Brian integrated five entities simultaneously, optimizing operations and streamlining financial processes. He acquired two companies totaling $16M of revenue, expanding market share and recurring revenue. Brian negotiated improved payroll and benefits agreements, reducing costs by $200k annually and simplifying commission structures, saving over $600k annually without sales staff turnover. He implemented an ERP system, reducing monthly close by over two days and improving accuracy. Brian also launched a near-shore services platform, expanding talent resources and saving $1.5M annually.
Dallas/Fort Worth Office - Food Industry: Oversaw finance, customer service, IT and human resources as VP Finance and Administration for PE owned manufacturer of custom food products. Consolidated departmental supervision into finance group and redistributed tasks, resulting in elimination of three full-time equivalent positions. Transitioned accounting functions into existing system of the purchasing company and worked with operations management to identify improvement opportunities in procedures and cost structures.
Atlanta Office - Healthcare SaaS Company: As Interim CFO for growing PE backed SaaS business, initiated FP&A function and coordinated rolling forecast process. Assisted completion of audit and communicated complex issues with executive team and Board. Assisted recruitment of and transitioned permanent CFO into role. Provided insight and context of industry-wide SaaS metrics in relation to client’s business and as guidance for investment decisions.
Atlanta Office - Transportation Investment Banking PE Advisor: Mitch served as Senior Managing Director for EVE Partners, a transportation-specific investment banking and M&A firm. He was involved in numerous sale transactions of privately owned trucking companies. Mitch was an Equity investor and business development adviser in a company that delivers innovative healthcare technology and care management solutions, focused on preventing chronic diseases and reducing costs directly linked to sleep disorders. The company also has a significant focus in the transportation segment for improved safety and medical cost control. Mitch served as Co-Founding Partner and Managing Director of Epione Partners. He also served as an advisor with the following PE firms: Palmares Capital; Trivest Partners; Loki Group and Loki Equity; Red Dog Equity; Blue Jay Advisors; Focus Bankers; Lenox Group
Southeast Region (FL) Office - Insurance Industry, Global (Re)Insurance Company: Led financial accounting and control aspects of a PE backed IPO as Group CFO for global insurance and reinsurance company. Built and maintained governance and reporting. Established internal audit and Sarbanes Oxley functions and readiness project. Accounted for complex capital and financing instruments issued during IPO. Established and managed investor relations and quarterly earnings calls.
Dallas/Fort Worth Office - SaaS Company: Responsible for strategic planning, financial forecasting and controls, tax, accounting, human resources, and business intelligence for a PE-backed SaaS company that provides digital and software solutions to consumers and government entities. As interim CEO, led the company through a major shift in strategic direction, an internal reorganization, and the sale of a business unit, all while maintaining most of the CFO duties. Hired strong business leaders to create the company’s first-ever FP&A and Business Intelligence teams. Within months, implemented a formal forecasting process, regular KPI reporting, and strong controls over the RFP process that led to improved visibility and accountability throughout the organization. Created the first-ever formal companywide incentive plan, presented it to the Board, received approval, and rolled it out to the company, increasing employee engagement, morale, and accountability. She implemented the NetSuite ERP system, consolidating 4 separate QuickBooks general ledgers and one instance of Sage into a unified Chart of Accounts in a single system, reducing the monthly accounting close time by half, and providing more timely and comprehensive financial insights to lenders and PE partners.
Chicago Office – PE-Owned Sustainability Company: Served as Interim CFO for nearly a year, post transaction, for middle-market portco consisting of three, bolt-on acquisitions. Owned and operated by sizable East Coast PE; deal financed by world’s largest PE. As CFO year one, delivered first consolidated budget, navigated company through first audit with no events, and successfully fulfilled all deliverables mandated by stringent credit agreement. Operational improvements made concurrently included extraction and allocation of corporate function costs historically embedded in proprietary business unit, expediting accounting close from 45 days to 10 business days, and actions to enhance cashflow to facilitate new debt structure. Managed three Finance VP’s and respective teams in Houston, Boston, and Denver.
Atlanta office – Top 10 Accounting and Advisory Firm. Over a five-year period, Paul Directed and executed more than 100 M&A transaction advisory engagements for buyers and sellers with enterprise values ranging from $10M to $1B. He provided financial due diligence and quality of earnings analysis on acquisition targets and sell-side pre-diligence and financial advisory assistance to sellers. Paul was responsible for more than $7.5M in managed revenue and led numerous enterprise carve-out projects involving the identification of financial and operational entanglements, stand-alone requirements, and a transition services agreement (TSA) framework. He served as the primary lead on multi-functional diligence workstreams on both sell- and buy-side engagements.
Detroit Office - Automotive Aftermarket Manufacturer: Strategically resolved numerous liquidity, financial process, and planning issues to enable a $200M PE backed manufacturer to renegotiate debt levels in a process that was prepared for, but avoided, Bankruptcy. Operational actions included resolving cost structure issues that improved EBITDA from negative to 18% in one year. Also realigned/hired finance staff to be focused on the business for improved transparency and better controlled, more efficient processes.
Dallas/Fort Worth Office - Healthcare Industry: As CFO for health data provider, worked with lender and PE firm to provide appropriate liquidity. Collaborated with CEO and COO for cost reduction and drove revenue growth priorities. As CFO/CEO for provider of home medical equipment therapies, restructured operations, closed unprofitable locations and product lines, and sold the home infusion business. One year later, remainder of business was sold, completing the PE exit.
New York Office - PE-Owned Nurse Staffing Business: As CRO, directed the restructuring and sale of a PE-owned nurse staffing business. As CEO, successfully increased the EBITDA of a PE-owned clinical research organization in one year from negative $4.4 million to positive $4 million pro forma. Additionally, served as CEO and restructured a PE-owned producer and marketer of nature-themed media.
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Chicago office – Private Equity Fund. As Managing Director, CEO, and CFO, Todd leveraged his skills as a senior operating and finance executive to manage a private equity fund for a high-net-worth individual, pursuing acquisitions of corporations and real estate, and managing a portfolio of companies in for-profit business and real estate holdings. He established the firm’s first venture and served as its CEO and CFO. Todd handled full scope leadership responsibilities from start-up to ongoing operation, including contract negotiations, construction, opening operations, regulations and audits, recruiting and staffing, electronic medical records systems, referral network building with area health providers, and reimbursement programs. He also oversaw all areas of finance, human resources, and IT.
Dallas Office - Home Services Industry, HVAC Company: Transitioned a PE-backed technology business in China from low margin commodity displays to high margin, multi-touch display panels serving the industrial, automotive, and medical markets. Led 20% reduction in manufacturing costs, EBITDA of 20%, and revenue doubling to $60 million. Implemented GAAP accounting procedures with two PE-owned companies, mentored controller, developed 5-year financial model, 13-week cash-flow forecast, and shortened close cycle.
Chicago Office - Financial Services Industry: Implemented accounting and financial reporting operations and infrastructure as CFO and CRO for this PE backed startup insurance company, including a new general ledger system, statutory reporting software, and expense management system. Was part of the startup executive team responsible for establishing a relationship with a third-party insurance administration partner and launching the company’s first product.
Dallas/Fort Worth Office - Software, Telecommunications, Healthcare, Logistics: SLed PE backed software firm through transition, retained key customers, and achieved 10x EBITDA multiple (70% IRR) within 90 days of the transition. As CFO of PE backed wireless telecommunications provider, led consolidation and sale generating $70 million in value (50% IRR). Also performed 28 PE Firm road show, leading to business sale at 13x EBITDA and $80 million value. CFO of Logistics Company, doubled working capital and increased operating income from breakeven to $10 million, receiving multiple PE firm offers exceeding 14X EBITDA.
Chicago Office - Technology Products & Services including SaaS: Consulted turnaround of distressed PE-backed technology company (electronic products, SaaS offerings). Responsible for finance and accounting functions. Developed short-term and long-term integrated three-statement financial projections and was involved with weekly cash flow management and disbursement decisions. Reduced past-due A/R by 52% and improved the accuracy of financial records. Worked with investment banking firm preparing for and managing a successful sale.
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