Executive solutions


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Time and over again, we see that even in sophisticated mid-market organizations, certain areas and processes remain sub-optimal or devolve into inefficiencies over time, for example: 

  • alignment of finance strategy to the overall business strategy;
  • organizational design and inefficiencies;
  • process inefficiencies/redundancies leading to shortage of time for important functionalities and overspend;
  • systems design and inefficiencies/ ERP inadequacy;
  • gaps in the reporting/responsiveness expectations of investors and current capacity of finance organization;
  • treasury inefficiencies, strained cash flow cycle;
  • inventory valuation and turnover;
  • financing covenants monitoring;
  • underutilized tax credits and deductions.
  • insufficient organizational resiliency (codified job/process flows, cross-expertise);
  • inadequate “IPOability” (companies starting the preparations too late).


We help resolve these inefficiencies based on our own experience and drawing on the resources and experience of our strategic partner, a mid-market national accountancy and audit firm, that helps us benchmark clients' performance and rapidly deploy tools and solutions that have proven their efficiency many times over. 


Additionally, we've partnered with an experienced executive search and employer-of-record (EOR) firm to help clients deploy teams in new locations fast, as needed, when needed, around the world. The EOR business model allows companies to by-pass the often-lengthy and arduous process of setting up a legal entity, applying for permits and building a labor law compliance framework in the destination of choice in cases where rapid deployment is essential or while the market is being tested with no final decision on permanent entry.


Our portfolio:


Efficiency and business transformations


  • Consolidation of 16 industrial entities in 6 countries under a single management control for a $13B vertically-integrated metallurgical conglomerate
  • ​Redesign of the fifinance function at a U.S.-based int’l solar developer (4 entities in 3 countries) for the alignment with the expansion strategy and investors’ expectations in accordance with US GAAP/IFRS and best practices.
  • Crisis resolution within a $3B multinational’s NortAm finance operations following the departure of entire Treasury team, entailing taking over ownership of 52 processes linked to 12 entities and int’l HQ, ensuring continuity of operations and controls while cutting time of some processes in half, improving efficiency across the board and training new team 
  • Homogenization of accounting conventions, costing guidelines and finance management structure across 40 entities in 3 divisions of an industrial holding
  • Acceleration of month-end closing procedures
  • Implementation of an aggressive inventory reduction program freeing $300M in operating cash flow over 5 months through re-engineering business processes
  • Introduction of a progressive trade credit  program for customers of a conservative world-wide FMCG leader in a frontier market resulting in a 10% sales increase
  • Reduction of local borrowing costs by 50% for two leading FMCG multinationals in a regulated-currency market through virtual back-to-back pooling
  • Optimization of sales & production mix for a large steel maker through the employment of Matlab functionality
  • Drastic reduction of money-market and forex fees and commissions for a multinational in an Eastern European market through a novel information exchange concept
  • Clearance of a huge debtor's balance turning sour through an innovative cross-border offset transaction involving two types of commodities


Acquisitions and post-acquisition integrations

  • Largest independent local Latin American cigarette manufacturer
  • Industrial group in Italy
  • Steel products plant in Bulgaria
  • Steel re-rolling plant in the UK 
  • Evaluation of an acquisition target: a district heating plant to be converted into a co-generation facility on the East Coast
  • Valuation of a 40% stake in a 120'000 bpd refinery – M&A target
  • Evaluation and structuring of LBO and a lease-back alternative to enable buyout of 51% shares from majority partners in a power plant development project in Eastern Europe
  • Acquisition of 75.5% stake from existing partners in an East African power development
  • Sale of controlling interest in a unique Central Africa development to equity partners


Business development 

  • Development of a platform for delivering complex project management/engineering solutions for oil & gas upstream, midstream and downstream power: an embedded pre-certified project development partner
  • Development of a market expansion concept for two industrial entities converging their existing product line for oil & gas field services applications
  • Development of the U.S. market entry strategy for a foreign EV charger manufacturer
  • Development of a private-label American whiskey export operation for an Eastern European distributor