Manager (January 2007-present), Consultant (2003-2007), Summer Associate (Summer 2002)
Bain & Company, Inc.
Top tier global management consulting firm with 5000+ employees
oIdentified and prioritized opportunities worth $200M, increasing EBIT by 125% for $1.5B industrial manufacturing business. Led four person case team on high priority global growth and cost reduction case. Interfaced with all executives, 30+ client contacts. Opportunities included manufacturing footprint optimization, raw material sourcing improvement, improvements for individual problem SKUs, G&A reduction, expanding presence in Asia, entering services supporting a core product line, increasing penetration of core product in underperforming geographies, and discontinuing a business.
oIdentified opportunities and detailed implementation steps for ~40% reduction in inventory at office-related consumer products company, in follow-on work to merger case. Interfaced with 5 client executives and team members.
oIdentified $100M in cost saving opportunities in a cost reduction diagnostic in the powersports industry. Identified unprofitable product lines, and cost of complexity due to SKU proliferation. Interfaced with 8 client executives and team members. This case led to follow-on work to examine opportunities further.
oIdentified $5M in cost savings through SKU rationalization in the powersports industry, as follow-on work to cost reduction diagnostic. Interfaced with 4 client executives and team members.
oIdentified $300M in cost savings through alternative workplace solutions at a global financial services company. Interfaced with 10 client executives and team members.
oIdentified drivers of consumer satisfaction, performance of individual restaurants on these drivers, and competitor best practices for a national restaurant chain.
oIdentified $250M revenue and $30M operating income growth potential - a 165% OI increase - for mid-size healthcare IT outsourcing business, in follow-on work to merger case. Led four person case team and four person client team. Laid out growth strategy, and detailed business plans to implement strategy.
oIdentified $145M revenue and $32M EBIT growth potential - a 110% EBIT increase - for mid-size office products business, in follow-on work to merger and inventory cases. Led three person case team. Interfaced with 6 client executives and team members. Laid out growth strategy.
oIdentified and prioritized top 25 markets for a major real estate investment trust.
·Merger integration planning
oLed project management office that identified $100M of EBIT improvement through savings and revenue initiatives in a $2B office-related consumer products merger. Led 3 client teams with 6-10 members each. This case led to follow-on work on cost reduction and growth strategy.
oLed project management office that identified $16M of EBIT improvement through savings and revenue initiatives in a $200M merger of healthcare IT outsourcing and consumer directed health businesses. Merger praised as very successful in Gartner rating report. Led 6 person case team and 9 client teams with 2-6 members each. This case led to follow-on work on growth strategy and decision making.
oLed project management office that identified $145M revenue and $40M EBIT growth potential through international expansion and cross selling in a $2B merger in medical devices. Led 5 person case team and 5 client teams with 3-6 members each.
oIdentified $30M EBIT growth potential in raw material sourcing and “Other G&A” reduction in $4B chemicals merger. Led 2 client teams with 4-6 members each. This case led to follow-on work on synergy identification.