Client Names withheld to protect confidentiality; references available on request

Leading Global Financial Institution

Led rapid turnaround cost reduction initiative in Consumer Banking division to drive $1.5 billion run rate cost reduction within four months.  

• Reduction of staff (5%) was concentrated in Overhead and
  in excess layers of middle management.
• Implementation and roll out 80% completed within 6 months
  of initial engagement.
• Cost reduction realized across 6 major lines of business
  and over 50 countries.

Major Commercial Mortgage Company
– Private Equity Holding

Contributed substantially to a quick turnaround program that yielded
a 22% run rate reduction within 15 months.

• Reduced Overhead and IT staff over 25%; implemented within
  90 days of commencing work.
• Eliminated duplicate and redundant senior and middle
  management positions.
• Reduced compensation through internal and external benchmarking
  as well as relocation from high cost locations.
• Restructured loss-making business units to breakeven or better.

Leading US Life Insurer

Drove a three year cost reduction initiative that yielded a 19% reduction ($190 MM). This work covered all aspects of the business systematically and was responsible for driving over 50% of the operating profit growth during this period.  At the same time, the stock price of the client escalated from $17 per share to $42 per share.

Global Life Insurance Integration

Led a merger integration program office that achieved $350 million in cost reduction in 18 months vs. an original announced target of $250 million when the above Life Insurer was acquired. The acquiring company took the unusual step of asking the acquired company to lead the integration because of its stellar cost reduction track record.

In parallel with managing the integration, our team took direct responsibility for delivering $70 million in savings in overhead area.

Asset Management Division of Large Regional Bank

Drove $40 million in profit improvement through merger integration of two regional banks.The focus of the work was on exiting unsustainable,
loss making businesses, sharing best operating practices, and apply strict pricing disciplines.