Our Experience

The items below are a representative sample of the collective experience of our team. Please contact us if you would like more details regarding specific transaction and industry experience.

Construction, Fabrication, and Industrial Manufacturing

  • Assessed operations opportunities and risks associated with the acquisition of an industrial boiler construction company. Developed plans for remediation to be executed upon close of the transaction. Developed pro-forma operations and technology budget revisions required to support remediation and conversion to percentage of completion billing from phased billing.

  • Led operations and information technology workstreams of an effort to improve the performance of a sponsor-backed specialty construction company. Identified business practice improvements necessary to address capacity limitations and opportunities to leverage leading administrative and project management practices to improve financial performance.

  • Performed business due diligence on behalf of a strategic acquirer seeking to consolidate five unrelated building products manufacturers. Developed integration plans, a consolidated operating model and pro-forma operating and capital expenditure operations and working capital budgets for a consolidated entity.

  • Developed a plan to integrate five independently operated business units of a diversified global defense manufacturer. Key challenges included business operations and information technology integration and consolidation of corporate financial and risk management functions.

  • Led the operations and technology workstreams of an effort to turn around a Russian aerospace and defense manufacturer. Played a key role in developing a plan to separate the company into seven strategic business units, perform critical remediation of operations and administration, and prepare the strategic business units for sale to foreign investors.

General Manufacturing

  • Undertook a comprehensive assessment of operations and technology on behalf of a GMP-compliant manufacturer of proteins used in academic and medical research. Identified the opportunity to leverage new information systems to drive a technology-enabled business transformation that could position the company for 200%+ or greater growth within it existing PP&E footprint while increasing bottom-line performance. Developed a roadmap for strategic improvement, facilitated the selection of a new information system, and facilitated the implementation design.

  • On behalf of the management of an implantable medical device manufacturer, led the effort to deploy improved business processes leveraging a new ERP platform. Identified unique requirements, facilitated the search and selection of a suitable ERP platform, and developed the roadmap for both technology and process implementation.

  • On behalf of a large, public medical device manufacturer, undertook a post-implementation review of a new ERP deployment. Identified opportunities to better leverage capabilities of the new system to improve process efficiency, reduce costs, and improve operational and management reporting.

  • Led commercial, operations and information technology workstreams of an effort to turn around a distressed, ISO 9001-compliant Tier 2 automotive supplier. Identified product changes and business practice improvements necessary to address root causes of failure and identified opportunities to leverage leading practices to improve financial performance.

  • On behalf of a new private equity owner, assessed the operations and technology of a specialty, TS 16949-compliant extruded fluoropolymer manufacturer serving the automotive, aerospace, and defense industries. Identified opportunities for efficiency improvements, defect reduction, cost savings, and improved operational and management reporting as well as potential incremental investments in existing information systems that could yield further enhancements.

Healthcare and Pharmacy

  • Led a team advising the executive management of a group of Long Term Acute Care hospitals on opportunities for business process improvement and technology cost optimization.

  • Counseled a group of investors on potential business issues and opportunities associated with the acquisition of a national operator of radiology centers, including consideration of cost-rationalization opportunities and potential for exponential growth through acquisitions of in-hospital radiology centers.

  • On behalf of a potential investor, evaluated the business process and supporting technology of a home infusion service provider as a potential platform for the regional roll-up of similar companies. Identified PP&E and technology costs not originally contemplated in the financial model for the acquisition

  • Assessed the operations of a physician management practice company and developed a program of operations improvements to enhance performance prior to receiving funding from a group of investors.

  • Assessed the operations and technology of a regional provider of visiting nurse services on behalf of a potential acquirer. Identified operational improvements possible utilizing existing technology (and potentially incremental technology) that would be accretive to EBITDA once implemented.

  • Assessed the operations and information technology of a regional diversified healthcare services provider offering home health, durable medical equipment, pharmacy and hospice services to identify potential growth risks and a technology plan to support exponential growth through acquisition and integration.

  • Worked with the board of directors of a regional operator of skilled nursing and hospice facilities to develop the value case, business plan, operating model and financial requirements to establish an institutional pharmacy to serve its own facilities and eventually grow to serve other facilities within its operating area.

  • Assessed the operations of a diversified pharmacy services company to identify operations and technology improvements potentially accretive to EBITDA.

Restaurant and Retail

  • Evaluated current and proposed outsourcing agreements on behalf of the CFO of a public quick-serve restaurant operator and franchisor. Identified tens of millions of dollars in overcharges eventually recovered from the vendor, redefined service level agreements within the proposed extension, and provided advice and support during negotiations. Subsequently assisted in the evaluation of a network-wide replacement point-of-sale and back-of-house management system.

  • Led the business operations and information technology workstream of an effort to turn around a small national quick-serve restaurant operator. Identified root causes of business failure, developed performance remediation and cost-reduction opportunities leveraging the company’s existing investments in information technology.

  • Performed operations and technology due diligence on a large casual dining franchisee on behalf of a competitor seeking to consolidate the two organizations into the largest single franchisee of the concept. Developed operations and technology integration plans, a consolidated operating model and pro-forma information technology operating expense and capital expenditure budgets for a consolidated entity.

  • Performed sell-side due diligence and separation planning for the proposed divestiture of quick-serve restaurants operated by a large frozen desserts manufacturer. Identified critical information technology improvements to be accomplished prior to offering the division for sale, provided content for a Confidential Information Memorandum, developed a straw-case separation plan and transition service agreements, and assisted in the eventual sale of the division to a private equity firm.

  • Worked with the CEO and CFO of a large, publicly-traded casual dining restaurant company to redevelop its operations and technology strategy in response to new demands following a change in the overall business strategy. Subsequently helped the company implement a Technology Steering Group, deploy business-focused performance measures for the IT department and select new technology tools to support evolving business requirements.

  • Conducted a strategic operations and technology performance improvement opportunity assessment for a family of commonly-held apparel retailers. Identified demand planning, supply chain, inventory handling, store reporting, and cash management improvement opportunities that could be facilitated through the implementation of a common and contemporary ERP system. Subsequently assisted management develop a cost model for the project and both a shortlist and process for selecting the new ERP.

  • Assisted a private equity firm with the platform acquisition of a 50-store chain of rural gas stations and convenience stores. Evaluated the ability of the then-current finance and operations departments and processes to support the investment thesis, developed a roadmap of necessary improvements, and facilitated the development of targeting considerations and due diligence of subsequent acquisitions and a straw-case model and plan for their integration.

  • Conducted operations and technology due diligence on the acquisition of a 15-store supermarket chain being acquired to facilitate the geographic expansion of an existing brand. Assessed the existing operations and technology assets of the chain being acquired to determine whether operational improvements could be realized through adopting the target chain’s operational processes and supporting technology. Subsequently developed an integration plan and cost model for corporate functions such as accounting and human resources, including conversion to a consolidated ERP and HRMS platform.

Pathfinder Advisors LLC has become part of CFGI