Merging Markets, Unifying Metrics: Building FP&A for a Global Leader

Client Overview

Our client is a Private Equity-backed global chemical manufacturer with a dominant market share in one of the most widely used and highly recyclable elements on the planet: zinc. Following a significant merger with a major global competitor, the company now boasts an expansive international footprint, operating 14 production sites across North America, Europe, and Asia. Their products are critical to a broad range of industries, from personal care and pharmaceuticals to batteries, paints, agriculture, and energy storage.

With over 250 years of combined operational expertise and employing nine different technologies in zinc material production, the company serves over 50 countries. Their private equity sponsor has long since recouped its initial investment and continues to support the company’s aggressive growth strategy, focused on operational excellence and global market leadership.

The Challenge / Mandate

The company engaged us to identify a Vice President of Global FP&A to lead its financial analysis and reporting activities across its multinational business. This executive role was critical in helping the company navigate the complexities of a recent merger and continued global expansion.

The VP would be responsible for building and leading the FP&A function globally, driving data-driven insights, financial reporting, and strategy support for the CFO and private equity backers. This role extended well beyond traditional FP&A; it required a true business leader capable of influencing operations worldwide and serving as a key strategic partner in the company’s growth journey. The position was also designed as a launchpad for future PE portfolio CFO roles.

Key responsibilities included leading the annual operating plan process, managing global financial reporting, developing board-level presentations, tracking key financial KPIs, and driving forecasting, budgeting, and working capital analysis at both the regional and global levels.

Search Strategy

The search focused on candidates with 10+ years of progressive finance experience and a proven ability to build and scale global FP&A functions. Ideal candidates combined hands-on operational finance skills with board-level communication capabilities and private equity experience.

We targeted leaders with deep experience in financial modeling, strategic business support, and FP&A leadership within manufacturing, chemicals, or complex industrial sectors. Additionally, the search prioritized candidates with a passion for process improvement, strong systems fluency, and the ability to partner cross-functionally with global teams.

Key soft skills included high EQ, exceptional problem-solving abilities, and a demonstrated history of leading teams through change and complexity—all essential in supporting a growing, multinational enterprise.

The Placement

The selected candidate was an accomplished and results-driven finance leader with extensive experience in SaaS, mergers and acquisitions, and global business operations. Known for a collaborative leadership style and exceptional communication skills, the candidate had previously led finance teams during periods of rapid growth, transformation, and international expansion.

With a proven track record in financial modeling, systems integration, and supporting C-level decision-making, the candidate was well-equipped to lead FP&A across the company’s diversified manufacturing footprint. His ability to balance detail-oriented financial rigor with high-level strategic insight made him the ideal choice to partner with the CFO, the private equity sponsor, and the broader executive leadership team.

The Outcome

Since assuming the role, the VP of Global FP&A has been instrumental in transforming the company’s financial planning and analysis functions. He introduced a standardized reporting framework that allows leadership to track operational and financial performance across regions with unprecedented clarity.

He spearheaded the development of a refined cash flow forecasting process segmented by business unit and region, enabling better capital allocation decisions. His leadership in spread analysis, SG&A optimization, and resource pricing models provided critical insights that directly influenced the company’s strategic direction.

Additionally, he played a key role in integrating the recent acquisition, designing new reporting systems for the combined entity, and aligning KPIs to drive accountability at the global level. His contributions have strengthened the company’s ability to execute its value creation plan, support the private equity backer’s investment thesis, and position the business for continued growth and success in the global marketplace.