• Led and managed the overall integration planning and execution (across all 14 workstreams) of a $700M pipeline and gathering asset purchase for a midstream client. Focus was on the development of the Day One cutover approach with an emphasis on maintaining business continuity and limiting the need for a TSA.• Conducted operational and financial due diligence efforts for multiple private equity firms participating in acquisitions in a variety of industries. Determined operational stand-up costs to guide negotiations. Cost analysis included TSA support across all functions, IT diligence and organizational structure build-out, separation costs and G&A breakdown.• Developed new Financial and FP&A management reporting processes for a newly merged, multi-national, radiation technology firm. Updated management reporting tools to show value-driven metrics and KPI’s, quantitative sales and pipeline data, long-term revenue projections. The reformatted reporting package provided insight and value to the Board of Directors and Private Equity ownership group that funded the merger.

M&A Consulting• Advised a $13.8B utilities client through the Spin-off of its $2.5B natural gas pipeline business. Provided separation leadership by managing functional workplans, cross functional dependencies, KPI’s and performance management processes. Developed knowledge transfer documentation, transition service agreements, and day one cutover planning and execution for the Supply Chain and Shared Services businesses. • Conducted operational and financial due diligence for a private-equity firm that participated in a $900M acquisition of the enterprise piece of an e-commerce corporation. Determined operational stand-up costs versus profitability for buyer. Cost analysis included TSA support across all functions, organizational structure build-out, separation costs and G&A breakdown.• Guided a $34B oil-field services company through a carve out of its $3B drilling services in order to initiate a globally significant merger. Provided guidance and leadership to the client while preparing for business separation of procurement, logistics, materials, real estate, manufacturing and trade compliance workstreams. Developed and managed a Day One operations definition and transition guide and Day One execution workplans for each workstream for the divested company as well as its buyer. Facilitated organization and TSA delivery due diligence with the Buyer as well as managed TSA updated through Buyer negotiations.

Energy Finance, Accounting

Corporate Development GroupStrategic Planning Group