When a multinational manufacturing and construction portfolio company sought to clean up its accounting, financial controls, and reporting, the organization needed an experienced finance advisor to drive execution on immediate priorities and identify meaningful process improvements. Their ideal candidate would be a former controller at a high revenue ($1-$3B) organization with experience at a Big 4 accounting firm, ties to the industrial services sector, and familiarity with the unique revenue recognition structure of similar companies.
Business Talent Group (BTG) paired the client with a former Deloitte partner with interim CFO experience at PE-backed public and private companies. This problem-solving leader had the performance improvement, financial planning and analysis, and tactical implementation expertise needed to hit the ground running effectively on day one. Among the notable to-dos and deliverables, he oversaw the execution of an audit remediation list, identified and drove the execution of process improvements across the finance function, assessed and made organizational recommendations related to team design and role scopes, and supported the annual fiscal year-end close with internal and external auditors.
The client was very pleased with the consultant’s contributions and noted how the process changes he implemented, his recommendations and advice, and how his coaching of team members and stakeholders helped set them up for lasting success.
