Piping Efficiency: Driving Financial Rigor in HVAC Operations

Client Overview

Our client is a PE-backed leader in HVAC, fabrication, and building automation, serving as one of California’s most capable full-service mechanical solution providers. Specializing in complex HVAC systems and high-purity process piping and controls, they support cleanrooms, laboratories, and high-tech manufacturing facilities. As a design-build specialty mechanical services provider, the company offers engineering, building information modeling, energy modeling, fabrication, installation, and maintenance services for clients in technology, biopharmaceutical, data center, semiconductor, and food and beverage industries. With a seasoned team whose leadership has fostered a culture of innovation and client focus for over fifteen years, the company operates as a portfolio company of a major Private Equity firm with a mission to maximize energy efficiency and accelerate the energy transition.

The Challenge / Mandate

The client engaged us to find an Interim Controller to navigate a critical phase of growth and integration. Reporting directly to the CFO, the Interim Controller was tasked with managing the end-to-end corporate finance function, including financial governance and FP&A. The mandate included helping the CFO drive numerous post-merger integrations, overseeing audit readiness, and establishing financial rigor across the organization. With multiple acquisitions underway, the Interim Controller needed to build scalable accounting processes, implement effective revenue recognition practices, and ensure compliance with GAAP standards. The role required strong leadership in managing cross-functional collaboration during a highly dynamic period, with an emphasis on aligning financial operations with the company’s broader transformation and integration efforts.

Search Strategy

To deliver on this mandate, we targeted senior finance executives with 15–20 years of progressive experience in Finance & Accounting, preferably with CPA credentials and prior experience in private equity-backed environments. Our focus was on individuals with deep expertise in financial post-merger integration, revenue recognition, and audit preparation, especially those familiar with complex manufacturing or service industries such as construction and engineering. Priority was given to professionals with Big 4 accounting experience early in their careers, complemented by hands-on leadership roles as Controller or CFO in dynamic, growth-oriented organizations. The ideal profile included leaders who could operate both strategically and tactically, providing financial sophistication while being able to roll up their sleeves in a fast-paced and complex operating environment.

The Placement

We placed an experienced global finance executive with a proven track record in leading public and private PE-backed companies through financial transformations and M&A activities. With over 30 years of experience across diverse industries—including medical devices, high tech, construction, and aerospace—the consultant brought expertise in financial governance, operational restructuring, and post-merger integration. As a former CFO and COO, he had successfully managed multi-site accounting functions, led integration efforts for multiple international acquisitions, and provided strategic financial leadership to boards and investors. His ability to implement financial systems, improve reporting processes, and develop high-performing teams made him an ideal fit for the client’s needs.

The Outcome

The Interim Controller made an immediate impact by professionalizing the client’s finance organization during a critical transition period. He successfully streamlined accounting processes, converted financial reporting to GAAP compliance, and introduced robust revenue recognition methodologies. Under his leadership, the finance team completed multiple post-merger integrations and enhanced audit readiness, ensuring the company could meet stringent reporting timelines and requirements. He provided hands-on mentorship to the Controller, AR, and AP teams, improving their technical capabilities and confidence in managing complex financial operations. Additionally, the Interim Controller worked closely with the CFO to establish a scalable financial infrastructure, positioning the company for long-term success as it continued to grow through acquisitions and operational excellence.