Rafael Aparicio Email & Phone Number

Phillipsburg, Nj, Us

CFO of private equity portfolio company, a dental service organization. Led organization through its first external audit and unqualified opinion, implemented policies and procedures, developed plan to upgrade financial systems, assisted in executing multiple acquisitions which transformed the Company from $28M in revenue to $160M in twelve months.

Provided interim CFO, M&A, Finance and Strategy consulting services to Fortune 500, middle market companies, start-ups and private equity firms.

Founded private equity and advisory firm that co-invests and consults on M&A and buyouts of consumer product companies. Partners and Advisory Board are former CEOs and Presidents from global corporations. We partner with buyout firms to acquire companies by providing operating expertise, industry contacts and intelligence.• Negotiated relationships with top-tier sponsors and LP investors which provided access to +5.0 billion in capital.• Advised several leading European PE funds on bids valued over €1.0 billion.• Sourced five proprietary transactions, raised capital and partnered with or advised PE investors on joint bids to acquire public and private targets in transactions valued between $60 million to $2.0 billion.

Stamford, Ct, Us

$1.0 billion, publicly traded, global, multi-business, technology research and advisory firm. Recruited to upgrade the M&A function. Implemented best practices. Acted as the internal investment bank and key advisor to the CFO. Led deal teams analyzing, negotiating and integrating acquisitions, joint ventures, divestitures, strategic alliances, and venture investments.• In three weeks, and without an investment bank, negotiated offers totaling over $160 million in equity and debt from private equity firms.• Led joint venture bid with PE for the acquisition of distressed public company – 363 process.• Analyzed, structured and negotiated international acquisitions and investments in India and South Africa.• Initiated a strategic business unit review and a shift of corporate strategy, increasing shareholder value.• Initiated the review of restructuring options: equity carve-outs and spin-offs, LBO, strategic acquirer, secondary offering, determined acquisition and breakup value. • Designed and implemented a corporate-wide Best Practices process for evaluating, executing and managing acquisitions and strategic alliances which led to more successful transactions.

London, Gb

Led engagement teams providing advisory services to private equity and corporate clients on strategic transactions involving mergers, divestitures, joint ventures and strategic alliances. Due diligence.

Armonk, New York, Ny, Us

Head of business development function for $4.0 billion Latin American region. Evaluated and negotiated potential acquisitions, divestitures, strategic alliances. Managed post-acquisition performance and integration process. Led financial planning function.• Turned around money losing portfolio of investments by cutting costs, shutting down and divesting businesses. Led divestiture through competitive process and generated 30% ROI. • Re-focused M&A strategy and implemented new deal processes to improve deal performance.• Restructured the financial planning group to improve alignment with business units.

Atlanta, Ga, Us

CFO responsibilities for $300 million Northeast business. Led Coca-Cola's competitive response to Cadbury's acquisition of A&W by negotiating deals with Northeast bottlers to replace Cadbury's products in the independent distribution system. Surpassed profit targets by 30% and volume growth by 25%.

Held various positions of increasing responsibility and scope for the North American food and beverage division Cadbury Schweppes PLC, a multi-billion dollar international consumer products company:Senior Manager, Planning & Business Development from 1994 – 1995. $770 million soft-drinks division. Reporting to CFO and GM SVP of Sales and Marketing, led the execution of new products and joint ventures which resulted in the creation of a new non-carbonated beverage business which generated $110 million of incremental revenue with 30% operating profit and 25% compounded annual growth rate.Assistant Controller, 1992 - 1994Reported to Vice President, Finance & CFO. Supervised staff of fifteen professionals in the U.S.A. and Canada. Directed acquisition and strategic analysis, capital budgeting, financial planning, reporting and control. Led due diligence and post-merger integrations on three acquisitions of $60, $300 and $350 million in value which achieved synergy benefits ahead of plan. Led task force which negotiated cost reductions. Led restructuring of financial organization which lowered headcount, improved analysis of financial results and reduced time required for financial closings.Promotion track 1986-1992 in multiple divisions from Internal Auditor, Operating Accounting Supervisor, Financial Accounting Supervisor to Manager, Financial Accounting & Control

Mba, Co-Major: International Business And Finance

Bs, Business Adminstration And Accountancy

Executive Programs, Strategy, M&A, Strategic Alliances