Complex PortCo situations that need movement now.  

A $40M turnaround add-on was closing into a recently carved-out platform business. The founder, add-on employees, platform leadership, sponsor, and advisors entered Day 1 with different priorities, significant uncertainty, and no practical integration playbook.

Arrive on-site at close, bridge the two businesses, establish immediate functional control, and protect the investment thesis.

• Entered the business on Day 1, made immediate financial and operational data requests, aligned cross-functional KPIs, and connected add-on and platform leaders.
• Kicked off a $5M capital-investment program and launched 90-Day Sales Revitalization Plan (SRP) to boost sales.
• Uncovered supplier-wide price increases missed during diligence, completed rapid pricing analysis, and mobilized leadership and the sales team the following day.

Stabilized the transition, created immediate operating traction, launched the capital and sales agenda, and initiated a rapid pricing response designed to mitigate EBITDA exposure before the supplier issue compounded.

A complex global carve-out spanning 11 lines of business was simultaneously standing up a new digital operating model across ERP, MCAD, PLM, product development, and related enterprise systems. Operating baselines were missing, visibility was near zero, and IPO readiness was the North Star.

The sponsor-hired Chief Transformation Officer created the role specifically for Alan to own the governance, tracking, and capture discipline surrounding the $65M+ EBITDAR program.

• Built the governance model, KPI baselines, dashboards, and sponsor reporting from scratch.
• Aligned leadership across 11 lines of business around initiatives involving global product development, parts reuse, standardization, NPI, project count, and time-to-market.
• Established initiative ownership, daily readouts, escalation paths, and cross-functional accountability under compressed deadlines.

Converted a near-zero-visibility transformation into a measurable, sponsor-visible value-capture program with defined baselines, owners, KPIs, and governance tied directly to IPO readiness.

A newly acquired founder-led industrial company had almost no visibility into its lead, sales, production, or cash-conversion pipelines. The recently hired team was operating from post-it notes and highly manual handoffs, and the estimated lead-to-cash cycle was 86 days.

Work side-by-side with the new leadership to stabilize the operation, redesign the full lead-to-cash process, and create a repeatable operating template for future acquisitions.

• Mapped six swim lanes and 18 core process blocks in Lucid and redesigned the workflow from lead capture through payment.
• Connected CRM, specialized ERP, QuickBooks, and AI-enabled workflow tools across lead management, CPQ, scheduling, procurement, production, installation, invoicing, and payment.
• Embedded digital measurement, project management, operating visibility, and automated handoffs into the future-state process.

Reduced the lead-to-cash cycle from an estimated 86 to 42 days, released more than 20 hours per week, improved working-capital velocity, increased EBITDA visibility, and created an automation template for future add-ons.

A $400M global payments business was partially carved out from a major Middle East bank and slipping under political, cultural, structural, operational, and technical complexity. Sponsor, bank, business, and advisory teams lacked a coherent and current path to stand-alone readiness.

Lead the distressed carve-out replan project team on-site across Abu Dhabi and Dubai and restore sponsor-level control over the separation.

• Baselined 1,290 TSA processes and reset carve-out perimeters across 22 functions.
• Re-prioritized a 500-plus-line RAID framework and rebuilt function-by-function separation plans.
• Consolidated business and technology roadmaps into one integrated masterplan with a defined critical path and milestones.
• Established multi-stakeholder governance, target-operating-model clarity, design authority, ownership, accountability, and TSA ramp-down planning.

Created a coherent separation roadmap, clearer decision rights and ownership, and substantially improved sponsor visibility into progress, dependencies, stand-alone readiness, and TSA risk.

Three tech-services businesses required a sponsor-ready integration strategy, Day-1 plan, and 100-day roadmap, with $27M of identified EBITDA synergies spanning redundant facilities, back-office functions, sales, and increased operating scale.

Turn fragmented deal assumptions into a credible cross-enterprise integration and synergy-capture plan within four weeks.

• Defined the integration strategy, future-state vision, team structure, service-partner model, Day-1 priorities, integration phases, and weekly operating cadence.
• Mapped functional workstreams and readiness requirements across finance, HR, and sales.
• Built risk-mitigation plans and stress-tested critical integration assumptions with stakeholders.
• Created a parallel synergy-capture structure with owners, assumptions, milestones, and tracking logic.

Delivered a sponsor-ready 100-day plan that connected operational integration directly to the $27M value case and provided a practical path from transaction close through synergy capture.

Five recently combined distribution businesses—several of them former competitors—were sharing one facility, multiple cultures, and five inconsistent ERP systems. The only sales visibility was one static daily email, with no trusted view of margin, churn, sales performance, trends, or at-risk accounts.

Support the sponsor-hired CIO in moving the platform from near-zero digital maturity to actionable sponsor and management visibility.

• Stood up Tableau Online and the initial business-intelligence architecture using data from the fragmented ERP environment.
• Published sales, margin, executive, customer-churn, last-order-date, and time-between-orders dashboards.
• Created visibility into won and lost accounts, sales performance, customer risk, and operating trends.
• Launched weekly training and drafted a data-management and analytics-roles framework to begin building an analytics culture.

Replaced slow, manual report requests and one static daily email with live KPI and dashboard visibility across the roll-up, materially improving transparency into revenue, margin, customer risk, and operating performance.