Turning complex situations into measurable results.
Selected transformation, turnaround, interim management, and value-creation cases across 30+ countries, including revenue improvement, cost reduction, working-capital optimization, M\&A integration and carve-outs. Across 50+ programs, this work has generated US$800M+ in incremental EBITDA and cash impact across a diverse set of industries.
TELECOM
Telecom — Central America & Caribbean
Chief Transformation Officer
27 countries · US$2.5Bn revenue · 5,000 employees
Context
A large telecom group across Central America and the Caribbean had grown through rapid expansion into a fragmented set of country-based businesses. Revenue growth was slowing, margins were under pressure, and scale that should have been an advantage was sitting unrealized — duplicated cost structures, inconsistent commercial practices, and almost no cross-sell between markets.
Mandate
Take full accountability for revenue acceleration, cost efficiency, and EBITDA delivery across all 27 markets, working directly with the CEO, board, and regional leadership. The scope covered the full transformation cycle — setting the performance ambition, identifying value pools, building the initiative portfolio, mobilizing cross-functional teams, and implementing initiatives that generated direct P&L impact.
Approach
Drove topline through product bundling, ARPU uplift, cross-sell, and tighter pricing and discount discipline.
Sharpened commercial execution with key-account management, channel productivity, and churn reduction.
Cut the cost base through network opex reduction across energy, maintenance, and leasing, vendor renegotiation, and SG&A streamlining.
Managed customer and product profitability, eliminating low-margin offers and reducing cost-to serve.
Strengthened cash through working capital discipline — prepaid mix, collections, dealer terms, and capex control.
Outcome
Delivered +US$200M incremental EBITDA, a run-rate uplift of roughly 35%. ARPU rose 12%, bundle penetration improved +20pp, and churn fell -4 points. Network opex came down -13%, procurement -10%, and SG&A -12%. Working capital improved 3pp of revenue (through DSO -7 days, DPO +12 days, and prepaid mix +8pp), materially strengthening the cash profile.
CHEMICALS
Chemicals — Latam & Canada
Chief Restructuring Officer
12 countries · US$2.5Bn revenue · 5,000 employees
Context
A global chemicals player spanning downstream and midstream operations across twelve countries was structurally underperforming. Asset utilization was low, operations were fragmented across borders, logistics were inefficient, and weak working capital discipline was draining cash. Margins and cash flow were both under pressure.
Mandate
Lead a full multi-country turnaround with end-to-end accountability for EBITDA, cash generation, and a redesign of the operating model, reporting directly to the executive committee.
Approach
Grew revenue through share-of-wallet expansion, mix optimization, and elimination of negative margin SKUs.
Took out procurement cost through supplier renegotiation, consolidation, and spec reformulation.
Reduced logistics cost through network optimization, fleet redesign, and cross-docking and milk run routing.
Lifted plant performance through total productive maintenance, SMED, and production planning.
Consolidated the industrial footprint across plants and distribution centers.
Outcome
Delivered a +20% EBITDA uplift ($120M run-rate impact) and ~$100M cash generation. Revenue increased +16% through mix optimization, share-of-wallet expansion and elimination of negative-margin SKUs. Procurement costs fell 12%, logistics costs fell 13%, and the asset footprint was reduced 17% through plants and distribution-center consolidation. OEE improved +27pp, from 57% to 85%, materially improving production efficiency and throughput. Inventory fell 20%, working capital improved 5pp of revenue, the cash conversion cycle shortened 22 days, and EBITDA per employee increased 25%.
PRIVATE EQUITY
PE-backed Portfolio — Brazil
Value Creation Leader (Interim CFO / COO)
~BRL 1Bn revenue · ~2,000 employees
Context
A private equity sponsor had acquired a Brazilian middle-market platform on a value creation thesis built around margin expansion, consolidation, and growth. After acquisition the thesis was eroding: EBITDA had gone negative at around −18%, cash flow was deteriorating, leverage pressure was rising, and returns on capital had fallen below the cost of capital. The original IRR and MOIC targets were at risk.
Mandate
Revisit the original investment thesis, return the business to fundamentals, and retake control of performance, liquidity, and execution. The mandate covered the full value-creation cycle — stabilize the business, rebuild EBITDA, strengthen the capital structure, lead lender negotiations, transform operations, and prepare the company for exit — acting in interim CEO, CFO, and COO capacities alongside the sponsor and Board, with direct accountability for equity value creation.
Approach
Rebuilt the value-creation plan around closing the gap between return on capital and cost of capital, reallocating toward high-return segments and exiting value-destructive SKUs.
Executed the operational turnaround to restore profitability and cash.
Led a US$150M acquisition to consolidate the platform, including a US$120M credit facility that improved the refinancing profile.
Reset the capital structure, balancing deleveraging against growth reinvestment, and actively managed covenants and liquidity.
Outcome
Delivered a full turnaround: EBITDA margin improved from -18% to +12% (+30pp) and revenue increased 10% through pricing, mix and portfolio optimization, driving ~BRL 120M in cash generation. Working capital improved 8pp of revenue, with inventory down 30% and DSO down 15 days, materially improving cash conversion. The capital structure was reset with net debt/EBITDA down 2.5x, DSCR above 2.0x, covenant headroom restored and refinancing executed. Returns were re-anchored with ROIC above WACC, supporting IRR 12%+ and MOIC ~2.2x, materially improving equity value and exit readiness.
INDUSTRIAL TECHNOLOGY
Industrial Technology — Europe, US & South America
Senior Integration Leader (PMI Performance)
Cross-border platform · Brazil, Finland, Sweden, Italy, USA
Context
One of the largest private equity-backed technology platforms in Brazil had been assembled through cross-border acquisitions across five countries. Systems were fragmented, structures duplicated, and commercial models inconsistent. Integration was progressing but performance lagged the plan — limited cross-sell, cost duplication, and returns below target were weighing on the equity story.
Mandate
Run a performance-integration program that went beyond a traditional post-merger integration set-up to deliver full P&L improvement — integration value capture, operating-model redesign, and execution discipline into measurable EBITDA uplift, cash generation, capital efficiency, and equity value creation.
Approach
Redesigned the operating model and organization, balancing central and local roles and appointing new leadership.
Integrated the commercial engine — global key accounts, cross-sell across product lines, pricing discipline, and pipeline management.
Streamlined the cost base through procurement consolidation, footprint optimization, and SG&A reduction.
Standardized core systems and processes across ERP, planning, and reporting to enable scale.
Imposed working capital discipline across inventory, order-to-cash, and procurement terms.
Outcome
Revenue grew 15%, driven by cross-sell and global-account expansion. EBITDA increased 35% through revenue and cost opportunities and cost takeout, including procurement -10%, SG&A -17%, and footprint optimization. Working capital decreased by 7pp of revenue, supported by inventory -18% and DSO -8 days, improving cash conversion. Productivity also improved, with revenue per employee increasing 25%. Integration-led value creation repositioned the platform with a positive ROIC–WACC spread, accelerating IRR and MOIC expansion through a truly scalable global platform.
CONSUMER GOODS
Consumer Goods (FMCG) — Brazil
Chief Transformation Officer
~BRL 10Bn revenue · 20,000 employees
Context
A major food manufacturer was under margin pressure from input inflation in wheat and energy. Commercial execution was weak, the supply chain inefficient, and service levels low — on time-in-full was running around 58%. Sales-and-operations planning was immature and working capital management was draining cash.
Mandate
Lead a full business transformation across Brazil with direct accountability for EBITDA, cash, and equity-level value creation.
Approach
Grew topline through pricing strategy and execution, volume, portfolio and mix optimization, and channel expansion into distributors and regional markets.
Improved commercial execution through salesforce effectiveness, incentive redesign, and customer profitability management.
Reduced the cost base — input costs down about 8%, procurement renegotiated, maintenance down 16%, and SG&A down about 17%.
Implemented sales-and-operations planning that lifted on-time-in-full from 58% to 85%.
Optimized the logistics and distribution footprint and tightened working capital.
Outcome
Revenue grew 12%, supported by pricing gains of 6%. EBITDA increased 47% (+BRL 418M), driven by gross margin expansion and cost efficiency, including COGS reduction of 8%, SG&A -18%, and maintenance costs -16%. Service levels improved materially, with OTIF increasing 27pp from 58% to 85%, improving sales capture and reducing lost revenue. Working capital also improved, with inventory -20% and cash conversion cycle -10 days, generating approximately BRL 180M in cash. Total value creation reached BRL 438M, implying an estimated BRL 4.5Bn equity value uplift at a ~10x sector multiple, supported by higher earnings, improved cash conversion, and stronger ROIC versus WACC.
CHEMICALS
Specialty Chemicals — Latin America
Chief Restructuring Officer
~BRL 2Bn revenue · Latin America
Context
A leading masterbatch manufacturer operating across Brazil and Argentina faced margin compression from raw-material inflation, suboptimal product formulations, an inefficient cost structure, and weak working capital discipline. EBITDA and cash were both under pressure.
Mandate
Lead a full turnaround with direct accountability for EBITDA, cash, and capital-structure stabilization across both countries.
Approach
Drove profitability through product reformulation toward lower-cost inputs and a mix shift to higher margin applications.
Imposed pricing discipline and raw-material pass-through mechanisms.
Reduced cost through procurement renegotiation, supplier consolidation, and manufacturing efficiency.
Improved yield, reduced scrap, and lifted capacity utilization.
Strengthened cash through inventory reduction, receivables discipline, and capex control.
Outcome
Delivered a 30% EBITDA uplift on gross-margin expansion of 15 points and COGS down 12%. Generated roughly BRL 200M in cash, supported by working capital down 8 points of revenue and inventory down 30%. The stronger cash conversion materially improved the return-on-capital spread and deleveraging capacity.
AUTOPARTS
Autoparts — Brazil
Chief Restructuring Officer (Turnaround)
~BRL 1.2Bn revenue · 1,000 employees
Context
A German-owned autoparts manufacturing operation in Brazil was in severe financial distress. Supply chain disruption, raw-material inflation, and operational inefficiency had driven EBITDA to around −15%, with liquidity constraints, covenant pressure, and a real risk of insolvency.
Mandate
Lead a full turnaround and financial restructuring, with direct accountability for liquidity stabilization, creditor negotiations, and restoring profitability and cash.
Approach
Led end-to-end financial restructuring, renegotiating bank debt — tenor extension, covenant reset, amortization reprofiling — to restore liquidity.
Ran a 13-week cash flow and liquidity war room.
Negotiated with suppliers, clients, and unions on terms, pricing, and workforce resizing.
Executed rapid cost takeout across procurement, SG&A, and operations.
Enforced strict working capital discipline.
Outcome
Turned EBITDA from −15% to +20%, a 35-point swing, by combining client price renegotiation, elimination or repricing of negative-contribution-margin SKUs and customers, procurement savings, logistics optimization, SG&A rightsizing, maintenance cost reduction, and tighter operational cost control. Generated roughly BRL 400M in cash through working capital release, including inventory -35%, cash conversion cycle -32 days, DSO -28 days, and supplier term renegotiation of +22 days. Covenants were reset and liquidity restored, with debt service coverage back above sustainable levels. The business moved from distress to going-concern stability, preserving enterprise value.
M&A / CARVE-OUT
M&A & Carve-Out — Latin America
M&A (Sell-Side) & Carve-Out Leader
~US$3.5Bn total transaction value
Context
A large integrated fertilizer platform in Latin America — mining, production, and distribution assets across Brazil — was being divested so the parent could refocus on its core. The separation meant a complex carve-out from a fully integrated industrial platform, covering shared services, logistics, supply agreements, and commercial contracts, alongside a parallel divestment of the nitrates business.
Mandate
Run end-to-end execution of multiple divestments — transaction structuring, negotiation, and full operational separation — alongside executive leadership, advisors, and counterparties.
Approach
Led the sell-side processes, structuring and executing the roughly US$2.5Bn sale of the phosphate and fertilizer platform and a parallel US$1.0Bn divestment of the nitrates business.
Managed valuation, buyer negotiations, and key contractual terms.
Designed and executed carve-out plans separating mining, industrial, logistics, and commercial operations.
Negotiated transitional service agreements to ensure Day 1 continuity, and carved out IT, procurement, supply chain, and corporate functions.
Secured regulatory approvals and closing readiness across jurisdictions.
Outcome
Delivered roughly US$3.5Bn in total transaction value, enabling a strategic portfolio repositioning and capital redeployment. Executed clean carve-outs with Day 1 operational continuity and limited separation-related value leakage, preserved EBITDA quality through transition, and maximized cash proceeds to strengthen the balance sheet.
