The acquisition of a founder-owned business construction industry revealed a fragile financial foundation. The company had relied on a single bookkeeper and an outdated ERP system, with no formal financial planning or reporting processes in place. This left the PE sponsor without visibility into the company’s performance and exposed significant risks in growing the business. The absence of basic financial infrastructure also meant that the business couldn’t support board-level decision-making or meet reporting requirements for lenders and leadership.
We were brought in shortly after the acquisition to serve as the company’s interim finance function and provide strategic guidance across multiple financial priorities. Key initiatives included:
Within months, we transformed the finance function from ad‑hoc to disciplined. A first‑ever budget and real‑time reporting now give stakeholders clear visibility and confidence in their decisions. The incoming CFO stepped into a well‑structured department—equipped with the tools, insights and roadmap to sustain momentum. These improvements culminated in the sponsor’s sale of a majority stake at an attractive valuation, affirming the company’s new finance discipline and positioning it for its next chapter of growth.