Transaction and integration
Advisory · Pre-transaction value creation
Operating turnaround and exit for a PE-backed SaaS platform.
Situation. A private-equity-backed telecom industry SaaS firm with a declining legacy licensing model and flat revenue needed to reposition for a strategic exit. The CEO required an operating partner to own the transition across engineering, product, customer success, and professional services.
Approach. COO-level operating leadership across a multi-year program: shifted the business model to recurring SaaS revenue, rebuilt the technology platform on cloud infrastructure, restructured operations for EBITDA consistency, and led customer success and professional services into a growth posture.
Outcome. Reversed the revenue decline and achieved double-digit growth. Sustained positive EBITDA through a 30% reduction in operating cost. Successful sale to a top-tier private equity firm.
Advisory · Post-merger integration
Cross-border services integration following a strategic acquisition.
Situation. A global professional services business with 500+ consultants across 23 countries was being acquired by a large European IT services firm. The integration needed to preserve client relationships, retain key talent, and hit cost synergy targets within the first integration cycle.
Approach. Led the services merger integration team — workforce rationalization, operating model redesign, delivery standard alignment, and key-resource retention. Coordinated with executive leadership on commercial continuity and client communication.
Outcome. Integration targets achieved on time, cost, and talent retention. Operating cost reduced by more than 40% without degradation of service levels or delivery quality.
Advisory · Integration planning
Post-close integration for a technology-enabled healthcare services company.
Situation. A growth-stage healthcare services company acquiring a remote patient monitoring business needed pre- and post-close integration planning and execution.
Approach. Integration workplan covering synergy capture, systems consolidation, and the first ninety days of operating rhythm. Delivered as a scoped engagement supporting the acquirer's internal team through signing and into post-close.
Outcome. Integration on track against synergy and operating milestones at handoff to the internal leadership team.
Technology strategy and enterprise advisory
Advisory · Enterprise IT strategy
Technology capabilities assessment and CIO advisory for a multi-billion dollar manufacturer.
Situation. A multi-billion dollar global manufacturer was preparing for a leadership transition on the technology function and needed an independent capabilities assessment to inform the CIO search and the first year of the incoming leader's agenda.
Approach. Technology roadmap review, capability assessment across infrastructure and applications, leadership succession planning input, and executive-level business cases for the highest-priority technology investments. Delivered as a scoped advisory engagement with a defined end and written deliverables.
Outcome. Assessment and investment cases delivered to the CEO and board. Engagement continues as ongoing CIO advisory and coaching support for the technology leadership team.
Advisory · Enterprise technology value realization
Consulting practice leadership for a tier-one telecom cloud and 5G program.
Situation. A tier-one telecom carrier was modernizing its service assurance platforms and building a 5G network cloud foundation. The program needed senior consulting leadership to coordinate multi-vendor execution across BPO, DevOps, and enterprise cloud delivery.
Approach. Led a client-focused services organization of 400+ professionals across multi-year, multi-million dollar programs. Orchestrated the engagement across Red Hat, cloud infrastructure, and enterprise transformation workstreams.
Outcome. Delivered more than $1B in value realization for the client. Grew the consulting revenue footprint 15% CAGR. Turned around underperforming programs with 30% improvement in client NPS.
Operating leadership and finance build-outs
Operating · Fractional finance leadership
Finance function from Series A through strategic acquisition.
Situation. A web-based B2B marketplace needed fractional finance leadership from early stage through institutional scale. Funding rounds included multiple top-tier institutional investors.
Approach. Fractional Head of Accounting across a ten-plus year engagement. Built and scaled the corporate finance structure, HR infrastructure, and legal coordination across multiple states and 100+ employees. Supported the company through multiple investment rounds, acquisition readiness, and buyer diligence.
Outcome. 10x valuation growth over the engagement period. Successful acquisition by a strategic buyer.
Operating · Multi-entity global operations
Finance and operations leadership for a global digital assets technology company.
Situation. A global, multi-entity blockchain technology company needed Controller and operations leadership across a complex international structure — through an early-stage phase, a market downturn, and into rapid growth.
Approach. Head of Operations and Controller across the business cycle. Built financial reporting, forecasting, and cash flow infrastructure. Implemented tax and accounting frameworks for digital asset transactions. Scaled global operations across HR, IT, and finance from 10 to 100+ employees across multiple international entities.
Outcome. Institutional-grade finance and operations infrastructure established through a full market cycle and maintained through rapid growth.
Operating · Finance through ownership transition
VP Finance through strategy change and ownership change at a data analytics firm.
Situation. A multi-state international data analytics firm — from startup through multiple strategy changes, senior management transitions, and corporate structure changes — required continuous finance and operations leadership through every transition.
Approach. VP Finance ownership of financial and administrative functions across thirteen years. Founded and managed offshore development operations. Built real-time forecasting. Managed benefit plan design including stock option and incentive programs. Led the company through ownership and strategy transitions while maintaining financial integrity and operational continuity.
Outcome. Company successfully navigated multiple strategic shifts, maintained financial discipline through transitions, and delivered structured outcomes at ownership changes.
Commercial and revenue leadership
Advisory · Commercial transformation
P&L and revenue model transformation for a $300M technology business.
Situation. A $300M North American technology business serving tier-one telecom operators needed revenue model transformation and commercial discipline to support a valuation uplift ahead of a potential transaction.
Approach. Chief Revenue Officer and P&L leadership across sales, account management, operations, and strategic growth. Restructured account management and customer engagement, shifted the revenue mix from 25% to over 75% recurring through term licensing and managed services arrangements, and negotiated strategic deals of $150M+.
Outcome. 20%+ revenue CAGR sustained. Backlog and profit grew 2.5x. Business valuation increased 2-3x across the engagement.
Each vignette above is principal-led work drawn from operating roles, advisory engagements, or long-duration client retainers. Client identities are withheld; details have been abstracted where necessary to preserve confidentiality. Additional references available on a qualified basis.