Corporate Restructuring · Cost Optimization · Strategic Growth
Restructuring built to show up in the exit multiple
We eliminate the inefficiencies in your business and uncover opportunities for growth
One restructuring 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 most 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 restructuring mandate: site selection, lease renegotiation, redesign, and outright closures — 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 — pure drop-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 roughly $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 misses — underused assets, mispriced contracts, and adjacent revenue lines the business hasn't been priced for
Cost Structure & Margin Restructuring
Real estate, facilities, procurement, and vendor spend, re-underwritten line by line and renegotiated, insourced, or removed
EBITDA & Enterprise Value Engineering
Identify the specific levers a board or buyer will actually pay for, size the math behind each, and lead them to completion
Carve-Outs & Post-Merger Integration
Stand up shared services and optimize capabilities through acquisitions
Organization & Function Design
Build or rebuild functions to survive rapid growth, so they don't need to be rebuilt again eighteen months later
Board & Executive Counsel
Operating Committee-level guidance for boards, SPAC sponsors, and PE operating partners who want a second, operator-grade read before a number goes to the board
How an Engagement Runs
Four phases that all have numbers attached to them
Diagnose
Evaluate the full cost base and organizational chart. Separate what's structural from what's simply been inherited.
Design
Build the specific plan — what closes, what's renegotiated, what's insourced, what's cut — and the EBITDA math behind each move.
Execute
Run it: closures, renegotiations, and integration work, on the deal clock — not a consulting clock.
Sustain
Lock the savings into the operating model so they survive the next budget cycle, and the next buyer's diligence.
About
Caroline O'Connell
Caroline has spent three decades operating at the top of financial services and 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 zero inside a live PE carve-out — Motive Partners' acquisition of three businesses from the London Stock Exchange Group — repositioned a $12B+ insurer around an entirely new business model as its first Chief Strategy and Customer Experience Officer, and, over two decades at BNY and BNY Pershing, took Pershing's annual product revenue from $130M to over $200M, and unified marketing and strategy across a $12B-revenue, 40,000-person global organization.
She has sat on corporate and industry boards, guided a NYSE-listed SPAC through a successful de-SPAC, and advises private equity and venture firms on portfolio operations and value creation.
Operating & Advisory Experience
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