Illustrative impact from prior engagements

Restructured management team and recruited new leadership team of industry outsiders amid “Chapter 22” emergence, market share declines, antitrust inquiries, and environmental risks. Instituted performance-based incentive compensation, won industry’s first pricing increase in over seven years, renegotiated onerous capital leases, and successfully renegotiated union contracts to lower pension and retiree medical costs. Achieved 105% IRR in three years.

Uncovered off-the-books executive compensation arrangements, leading to termination of incumbent and recalcitrant management (with millions in expense savings) and rapid leadership replacement. Drove product portfolio optimization and rationalization, eliminating low volume SKUs resulting in 20% reduction of operating expenses. Completed successful sale to strategic investor at >$800mm equity value within three years.

Reversed 20% annual revenue declines. Handpicked new board and partnered with CEO to upgrade 50% of senior management. Negotiated new infrastructure agreements to lower capex by 30% while enabling network modernization. Reduced payroll, distribution, procurement, and advertising costs by 40% with 55% lower headcount while improving customer service levels with no operational disruptions.

Interim leader following failed roll-up and mounting liabilities (e.g., super-fund, workplace fatalities). Improved morale and investor alignment, separated businesses into standalone operating units, eliminated corporate overhead, divested non-core businesses, refinanced core business, and devised a performance-based incentive compensation plan. Recruited new management that drove organic growth acceleration through material service level improvements and institution-to-institution selling. Achieved 69% IRR in two years.

Extended runway via cost control. Quickly identified and wound down three ancillary businesses to focus on core data center operations. Replaced underperforming leadership with high-impact and properly incentivized leaders. Negotiated founders’ exit, recruited new sales leadership, established customer acquisition criteria, and built two facilities in new geographies. Reduced operating costs by 65% to facilitate debt refinancing with over 600bps of lower debt service costs.

Replaced majority of senior management team with high performing investor-aligned industry executives. Reversed negative sales momentum, adverse customer feedback and low employee engagement. Aligned investor group around value creation plan and consummated transformational acquisitions. Revised incentives to align on exit value. Doubled EBITDA in two years and identified $60mm of additional revenue growth and cost takeout.

CEO’s abrupt resignation weeks after change of control imperilled the company’s drilling program. Retained high impact board leader to serve as interim CEO for two years, obviating the need to recruit replacement management. Drove adoption of metrics tied to investor objectives and implemented shareholder-aligned incentive compensation plan. Turnaround enabled new growth capital injection and a prompt sale of the business to a strategic buyer.

Conducted risk, talent and HR diligence, and led investor group to select relevant and high-performing board. Designed incentive compensation tied to value creation plan. Optimized cost structure through RIFs and redeployed resources to boost digital strategy effectiveness and to reduce churn. Recruited CMO and substantially lowered new subscriber acquisition costs. Realized organic revenue growth of 900bps better than industry peers, lowered new subscriber churn by 90bps, and added 50,000 incremental customers.

Recruited board and CEO to lead a premier regional single-family and multi-family developer. Optimized asset portfolio through dispositions of legacy businesses, assets and land. Adopted new capital allocation process and underwriting criteria for new investments. Took out excess G&A and benefits costs, while improving financial reporting. Completed refinancing to expand multifamily development and developed a hotel to spur lagging resort property sales. Avoided raising additional capital and repositioned asset for successful sale to strategic buyer.