Value creation program execution with a PE Ops Team

Worked with Ops Partners from a private equity megafund as part of a transformation team managing value creation initiatives at one of their portfolio companies. Key activities included preparing reporting materials for the portfolio company’s board of directors, helping to drive decision-making through scenario analysis concerning the management of key production facilities, and performing research to identify potential partners for a key product line

Portfolio company management with a PE Ops Team

Worked with a portfolio company ops team at a middle market fund to manage the ongoing value creation plans at a portfolio of more than twenty-five companies. Key responsibilities included the preparation of reporting (both at the fund level and for portfolio company leadership), independent execution of key initiatives, and internal improvement initiatives for the operations group such as the creation of a playbook of value creation services offered by the fund

Opportunity scoping / sizing for innovation consultancy

Joined the project team of a leading innovation consultancy to build quantitative business cases and outline strategic implications of potential new product lines that were being considered at the executive level. Outputs of business cases were reported internally to the consulting team, company leadership, and the partners of a PE megafund that backed the company

Market sizing & analysis for a family investment office

Performed a comprehensive market study in the B2C space (Health & Beauty) for a family office considering a multi-acquisition “roll-up” strategy. Key analysis components included the identification and sizing of market segments, articulating implications of relevant industry trends, running expert interviews to evaluate investment theses, and identifying key factors required to play and win in the space considering incumbent players

Market sizing & competitive analysis for M&A team
Performed a market segmentation analysis (including identification of TAM) for the M&A team of a leading B2B parts producer. The analysis centered on the potential entry of an adjacent market via acquisition and dealt with topics that included buy vs. build, strength of incumbents, and pricing economics. Ultimately, the analysis led to a nuanced recommendation that articulated what would be required for a company to play and win in the space

Knowledge management and leadership transition

Rebuilt the knowledge management approach and file structure for a key team at a leading Fortune 100-sized B2C company undergoing a change in leadership. Not only was it important to codify the unique knowledge and processes that the team had generated in a cohesive structure, but also to work closely with the new leader as they transitioned into a new team