Financial advisor to the Official Committee of Unsecured Creditors for CHC Group, Ltd., one of the largest commercial helicopter service companies in the world that included an expedited fleet replacement strategy to right-size its fleet of approximately 230 helicopters, reducing its overall fleet by approximately 45 percent. Plan of reorganization was implemented through proceedings in the United States, Canada, and the Cayman Islands, that shed more than $2 billion in debt, paid back creditors, and saved most of the employee jobs across the globe.
In the backdrop of a changing industry and to address macro pressures, advised a division of global organization in the realignment of its cost structure. Particular focus include assessment and realignment of its organization structure, in particularly overhead, outsourcing opportunities, supply chain efficiencies and assessment and identification of strategic alternatives to monetize excess and surplus inventory.
Advised the senior management of a start-up company which provided value-added baggage service to aviation industry. Advisory services included business modeling, strategic planning, business development and product distribution. In addition, initiated, structured and negotiated a capital raise of $50 million.
Advised on operational alternatives, including off-shore manufacturing and strategic sourcing in an effort to rationalize the Company’s manufacturing footprint and implement a more competitive cost structure.
Represented the secured and unsecured interests of a family office as part of the wind-down of its fashion jewelry business to ensure optimal recovery to the family office while providing oversight to ensure the unsecured creditors were treated fairly as part of the wind-down process.
Developed and implemented a strategic procurement process that included demand planning, strategic sourcing, vendor performance and logistic improvements, leading to $50 – $60 million in annual savings.
Developed and implemented a shared services model across multiple independent business units, saving roughly $15 – $20 million annually.
Developed and implemented a business planning and forecasting process that included development of a multi-dimensional planning model, supported by a disciplined monitoring and reporting process.
Developed and implemented a liquidity and cash management program across multiple independent manufacturing facilities that ensured consistent financial reporting and procedures, 13-week cash flow monitoring and a coordinated cash management system. This was further supported by the development of a balanced scorecard that measured both operational and financial performance, enabling locations to better leverage and share best practices.
Advised on strategic alternatives to identify and capture share of targeted industry market spend following a sector shift from traditional inner-spring to specialty bedding.