Companies have a limited number of levers to pull when their aim is growth. Well-known strategies include market development/penetration, product development, diversification, and acquisition. However, only 10% of the growth agenda is strategy. It’s imperative, therefore, that the remaining 90% is well-executed. At Trenchant, Inc., our firm specializes in guiding clients through complicated deal landscapes, ensuring that growth initiatives are not only well planned but also meticulously implemented. With expertise in due diligence and M&A program management, my role as Managing Director is to transform client growth strategies into tangible results, driving sustainable performance gains for our clients.Representative engagements:► LEADING PRIVATE EQUITY FIRM - Led operational due diligence team for a medical device manufacturer carved out of a Fortune 20 health services client. Achieved outcomes of an applications portfolio rationalized by 68% and an IT operating budget in line with industry norms (1.5% of annual revenue).► MIDDLE MARKET PRIVATE EQUITY GROUP - Stood up an Integration Management Office (IMO) to support a $60M healthcare business acquisition. Partnered with CFO and team to consolidate ERP systems. Performed deal analyses for CEO and investors to vet add-on acquisitions. ► LOWER MIDDLE MARKET PRIVATE EQUITY FUND - Established and ran an acquisition integration program for managed services provider that acquired a $15M competitor. ► PRIVATELY-HELD DIGITAL MARKETING AGENCY - Developed EBITDA models based to support client’s valuation in proposed leveraged-ESOP. Supported sell-side due diligence and mezzanine lender’s QoE process. ► MULTINATIONAL FINANCIAL SERVICES GROUP - Led due diligence work stream to ensure operational continuity for investment banking and leasing businesses carved out of an $8B transaction. Delivered target operating models and comprehensive transition plans for both businesses, and rTSAs for post-close leasing support. ► DIVERSIFIED LENDER - Served as program executive for large business segment consolidation and rebranding. Drove credit loss reconciliation between business lines used for transformation planning (pricing and credit). Illustrated and clarified issues around business line profitability and channel conflict.► COMMERCIAL BANK - Turned around faltering payments technology and operations projects in $15B merger integration. Customer go-live occurred 3 months ahead of schedule and project came in 5% under budget. ✉: david.hane@trenchantinc.com