Corporate Restructuring · Cost Optimization · Strategic Growth
Transformation built to show up in the exit multiple
We eliminate the inefficiencies in your business and uncover opportunities for growth
One realignment program, engineered entirely for EBITDA
Case in Point
How $16.5M in facilities savings became roughly $200M in enterprise value
"Overhead is not a fixed cost. It is a lever, and many companies never touch it."
As Chief Administrative Officer of BetaNXT, a financial technology firm co-owned by Clearlake Capital and Motive Partners, Caroline O’Connell was handed the company’s entire real estate and facilities footprint across every site the business operated.
Rather than manage it as a fixed line item, she ran it as a realignment mandate: site selection, lease renegotiation, redesign, and outright closures were executed in parallel with a rapid scale-up from 500 to 1,000 employees, while also leading the successful integration of two acquisitions.
The result was ~$16.5M in overall savings that dropped straight through to EBITDA, not a one-time credit. At the multiples typical of a PE-owned software and data business, structural, recurring savings of that size compound into $200M+ of enterprise value.
Where We Work
Restructuring that pays for itself before the engagement ends
Every workstream is scoped to a number a board or a buyer will recognize and executed on your behalf
Strategic Opportunity Identification
Find the value a standard diligence process may miss in underused assets, mispriced contracts, and additional revenue generating opportunities
Cost Structure & Margin Optimization
Real estate, facilities, procurement, and vendor spend, evaluated line by line and renegotiated, insourced, or removed
Carve-Outs & Post-Merger Integration
Stand up shared services and optimize capabilities through acquisitions
Organization & Function Design
Build or rebuild functions to support rapid growth
Board & Executive Counsel
Executive-level guidance on business strategy for boards and PE operating partners who want a second, operator-grade read before a number goes to the board
How an Engagement Runs
Three phases that all have numbers attached to them
Diagnose
Evaluate the existing cost structure and identify opportunities for margin expansion
Design
Develop a plan for specific actions to take that will maximize EBITDA growth
Execute
Take actions on renegotiations, integration activities, and other savings and growth opportunities
About
Caroline O’Connell
Caroline has spent three decades operating at the top of financial services and private equity (PE)-owned businesses as Chief Administrative Officer, Chief Strategy Officer, Chief Customer Experience Officer, Chief Marketing Officer, and Chief of Staff.
She has built functions from the ground up inside large global organizations and PE-backed carve-outs. She improved a fintech’s EBITDA by 30% in under a year, repositioned a $12B+ insurer around an entirely new business model, unified marketing and strategy across a $12B+, 40,000-person global financial services organization, and in 40 months increased product revenue by 55% at the world’s largest custodian bank.
She has sat on corporate and industry boards, guided a NYSE-listed SPAC through a successful de-SPAC, and advises fintechs, PE and venture capital firms on operating models and value creation.
Operating & Advisory Experience
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