Example Transaction

Corporate/Head Office

Corporate Infrastructure Upgrade

• Promoted from Consultant to CFO to Initiatives SVP, Finance and Corp CFO
• New auditors, systems, finance leadership, and post‑carve‑out organizational redesign
• Sharpen financial discipline including maximizing return on Capex investment, strengthening cash governance, and accelerating strategic priorities
• Liaison with PE firm
• Presentations, monthly financial and board Reports
• Audit and Tax
• Lender reporting

Annual Budgets and Forecast

• Setting Budgetary targets

Treasury Improvement

• Free Cash Flow Modelling
• 13-Week Forecasting

Initiatives

Reporting

• Strengthening the financial operating model through enhanced financial, forecasting, developing budgetary targets for BUs, KPI development, operational reporting, and optimized/reduced resource (SG&A and capex allocation) that improved profitability and decision‑making across the enterprise

Treasury and NWC Improvement

• Reducing NWC from 14% to 10% of revenue by tightening controls, accelerating cash conversion, enhancing invoicing speed, and reducing credit notes and controlling via improved 13-week cash flow reporting
• Liquidity improvement (Alternative Letter of credits and factoring initiatives)

Project Stronger

• CFO – Monitoring and reporting and Chair Sterco for rigorous $500M COGS supply chain assessment
• SG&A restructuring via long-term review of trends, pricing corrections, targeted margin expansion initiatives and refocus on Capex initiatives

M&A

Buy-Side (24 transactions)

• Head office Project Management:
  • Legal Reviews
  • Due Diligence Reviews
  • Merger Integration
  • Post Close True Ups

2 Sell-Side Transactions

• Preparing Group and individual BUs for sale including preparing financial workbooks for all BUs,  liaising with investment bankers, attorneys, PE and advisors preparing sell side due diligence and Transition Service Agreements
• Disposed of (i)  $400M + revenue BU sold for ~$0.5B; and (ii) $170M + revenue BU sold for ~$0.2B.