Strategy, Transaction, Financial, & Operational Advisory Services

> Co A, Revs $35M-$45M, SaaS Aviation service. GTM segmentation, a “New Logo” focused comp plan, a new subscription Billing system, revamping the product back-end data reporting to provide actionable data to Sales & CS teams, tightening up cancellation rights, converting Evergreens by offering “12+1” and “36+3” promotions, as well as re-organizing these teams and hiring top talent resulted in new bookings doubling and customer retention improving by 25%.

> Co B, Revs 50M+, SaaS service. The Co had a large Dev team based in eastern Europe with a low turnover. That indicated that perhaps the team was not managed tightly. Started reviewing the Scrum process and the Burn Down charts. Found there were no Scrum Masters because of cost cutting. The team hired one and productivity improved.

> Co C, Revs $30M, Biotech, contribution margin analysis enabled marketing drop prices which resulted in sales volume going up substantially. Used the analysis as guard rails for how the capital raised in the $B round would be spent on fixed costs not recovered in the sales price.

> Co D, Revs $150M+, SaaS People Management. Upgraded the Accounting and FP&A team Org and processes (incl. an FP&A handbook) to public Co standards.

> Co E, Revs $55M, I was hired to prep the Co for a Series C round. GMs were low and when I started digging I found that under a Managed Services contract, the Co was allocating excessive AWS resources to customers who were not utilizing it. Paired back these AWS resources without dropping the price and managed to improve GMs, a major scalability issue for a SaaS Co and a show stopper for funding. The Co. successfully closed its Series C round.

> High growth $100M+ divisions within multinationals. Drove profitability deep dives and segment reviews including divestment/restructuring decisions.