COMPANY

David Farrell

David Farrell has over twenty-five years of experience in (i) CFO and Strategic roles; (ii) M&A/Transaction Advisory Services (buy-side and sell-side due diligence and carve-outs); and (iii) Restructuring & Business Reengineering either as a (a) consultant (Partner and Managing Director) at Big 4 (KPMG), international consulting practices (FTI Consulting, Farrell Advisory) and national accounting firms (Cherry Bekaert, a Baker Tilly network firm); or as (b) principal (Interim or Permanent CFO, OnPoint Group, a PE backed company) at listed and Management Buy-Out (“MBO”) businesses, covering both the strategic as well as the transactional side of the business, with deep knowledge of the U.S. and European.

Among David’s achievements are:

Served in multiple interim and fill time CFO and strategic roles at corporate head offices with a focus on M&A, performance improvement and cost saving initiatives, merger integration, carve outs and disposal of non-core. Four plus year engagement on ~$1B+ revenue multi-site logistics support service business providing CFO services; major ($0.5B) Supply Chain initiative; GP improvement; 24 acquisition and MI support; and 2 major carve-outs. David subsequently became full time in-house SVP, Finance and then Corporate CFO.
Led approximately 206 M&A and Restructuring transactions with total revenue exceeding $71 billion across multiple sectors and 15 countries with companies ranging from small to very large (under $10m revenue: 59; $10 to $500m: 129; greater than $500m: 18), from family to private equity owned to publicly listed, from local to multinational corporations. Significant experience in government contracting and defense, healthcare, technology and telecommunications, manufacturing (industrials), franchise and business service sectors (including distribution, asset rental and logistic support services).
Performed over 44 transactions (e.g., buy-side due diligence, litigation support (working capital and earn-outs), preparation for sale, business diagnostics and performance improvement) in the government contracting sector including performance improvement engagement to multi-billion global government services provider in support of U.S. national security and foreign policy objectives. Clients included BAE Systems (United Defense), DynCorp/Cerberus, Arlington Capital, LBC (Vistronix), The Gores Group, The Halifax Group, Bank of America, SunTrust and Regions.
Performed ~60 IT M&A transactions, David managed the disposal of a European listed company, with over $500 million of revenue in technology and financial services businesses, the repurchase (and subsequent sale of several businesses) of the technology group of businesses via a Management Buy-Out vehicle and a reverse take-over of AIM listed technical training business. David also performed due diligence for 11 acquisitions of IT managed services, cybersecurity, and compliance services business.
Led 28 creditor and debtor side restructuring and business diagnostic engagements (revenues in excess of $17B) assisting SunTrust (LandAmerica), Bank of America, and Kodak with their strategic options.
Prepared and advised 33 companies for sale or investment where David proactively assessed all parts of the businesses and helped shareholders or management prepare their business for growth and/or sale and maximize their potential sales valuation (and more importantly maximize net proceeds after tax) given the owners very individualized timescale and operational and investment objectives. These exercises included liaising with multiple advisors (e.g., investment bankers, attorneys, tax and wealth advisors), preparing data rooms and management, negotiating and liaising with third party investors.
Led and performed three major (multi-billion revenue) sell-side and carve out consulting engagements for Sara Lee (clothing), BP (oil) and Delphi (manufacturing).