Financial Engine: Driving Growth in a PE-Backed Manufacturer

Client Overview

Our client is a small but rapidly growing operational Private Equity firm with a focus on companies in the lower-middle market. Their portfolio company, a manufacturer and distributor comprised of multiple entities, provides core components to OEMs and end users. The Private Equity firm has built a strong pipeline of potential acquisition targets that will further expand the company’s reach and command over their production ecosystem, ensuring an increasingly robust and competitive offering in the marketplace. In the coming years, the company will continue growing through acquisition and organic growth to become a leading, end-to-end solution for their U.S. and global buyers.

The firm exists to allocate both capital and talent to opportunities that others overlook. They are flexible to look at smaller or more complex deals than most other PE funds would consider, leveraging diligence and patience to help grow the companies they partner with. Through an extensive network of advisors, investors, and former colleagues, the firm has rapid access to both capital and talent to support management teams in achieving their growth ambitions.

The Challenge / Mandate

Our client sought a top-tier finance professional to serve as Chief Financial Officer for their portfolio company—an operationally complex manufacturer and distributor. The company needed a CFO who could build and professionalize the finance function, lead financial planning and reporting, and serve as a hands-on strategic business partner to the CEO.

This individual would be responsible for establishing robust FP&A and reporting systems, implementing an ERP platform, ensuring accounting integrity, and helping drive M&A activities from diligence to integration. The ideal candidate would combine rigorous financial acumen with the ability to manage ambiguity in a rapidly growing, complex business environment.

Search Strategy

The search focused on identifying candidates with deep experience in manufacturing or industrial environments, strong FP&A and accounting expertise, and exposure to M&A transactions within PE-backed settings. The ideal candidate needed exceptional problem-solving skills, high EQ, and a hands-on operational mindset.

Key Criteria:

• 10+ years of experience in finance and accounting leadership, preferably in manufacturing, distribution, or related industries.
• Strong experience in FP&A, cash flow management, and KPI-driven reporting.
• Experience with ERP implementation and driving systems/process improvements.
• Exposure to M&A, particularly post-merger integration. 
• Exceptional communication skills with an ability to influence and collaborate at all levels.
• Prior experience in PE-backed, fast-paced, and complex business environments.

The Placement

The selected candidate was a seasoned CFO with extensive experience leading accounting and finance functions in manufacturing, transportation, and construction services sectors. His background includes leadership roles in private equity-backed, publicly traded, and family-owned companies, bringing a well-rounded perspective to the CFO role.

Prior to this placement, he served as CFO for a leading manufacturer of mounting systems for the shooting sports industry worldwide. His career reflects a consistent track record of improving financial processes, strengthening reporting infrastructure, and partnering closely with leadership teams to drive growth and operational excellence.

The Outcome

Since assuming the CFO role, the placement has led the company’s accounting, finance, and IT operations following the departure of the previous CFO. He successfully cleaned up the company’s books and finalized the prior year’s audit. A major milestone included consolidating the financials of the company’s two subsidiaries into a single reporting package, streamlining financial visibility for leadership and investors.

In collaboration with subsidiary leadership, he worked to deeply understand operational drivers and financial performance across the business. He also initiated the process of unifying the company’s ERP systems, laying the foundation for improved data integrity, streamlined processes, and scalable operations that will support future growth, including upcoming acquisitions and an eventual exit event.