𝗦𝗹𝗼𝘄𝗶𝗻𝗴 𝗱𝗲𝗺𝗮𝗻𝗱 𝗶𝘀𝗻’𝘁 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 𝗜𝘁 𝗷𝘂𝘀𝘁 𝗿𝗲𝘃𝗲𝗮𝗹𝘀 𝘁𝗵𝗲 𝗼𝗻𝗲𝘀 𝘆𝗼𝘂’𝘃𝗲 𝘁𝗼𝗹𝗲𝗿𝗮𝘁𝗲𝗱 𝗳𝗼𝗿 𝘁𝗼𝗼 𝗹𝗼𝗻𝗴.

💡 When the order book slows, inefficiencies show. Economic headwinds are exposing the cracks—and let’s be honest, some of them have been there for a while:

🔸 Strategic initiatives that stalled mid-flight
🔸 Integration benefits that never materialized
🔸 Operating costs that feel heavier by the day

CFOs know: The math doesn’t lie. Private Equity sees value erosion on the horizon.

Behind closed doors, leadership teams are asking the right questions:
🔍 Where are the true levers to improve margin and cash flow?
🏭 Which sites, SBUs, or teams are underperforming?
👤 Who’s really driving results—and who’s been coasting?

You want to act—but don’t have the bandwidth or the right transformation lead to drive tough, structured change. Not someone with a playbook. Someone who understands the real business levers.

✅ Yes, transformation comes at a cost.
❌ But not acting comes at a higher one: Eroding EBITDA. Delayed exits. Difficult conversations with shareholders.

👉 That’s where I come in. I support CFOs and PE-backed leadership teams in engineering-heavy businesses by:

✔️ Analyzing true business needs and performance—by SBU, region, and individual;
✔️ Designing and implementing strategic change programs with operational and financial impact;
✔️ Rethinking operating models: portfolio, footprint, org structure, headcount, interfaces, and governance;
✔️ Building accountability and execution discipline—faster than internal teams often can.

🎯 The result? A leaner, sharper, performance-driven business—ready for what’s next.