Vertical Ascent: Streamlining Finance for an Aerospace Pioneer

Client Overview

Established in 1973, our client is a world-leading manufacturer of civil helicopters. Known for designing and producing some of the most dependable helicopters globally, the company empowers operators to execute complex missions in diverse environments. Over five decades, they have pioneered numerous safety and performance-enhancing technologies—from crash-resistant fuel-cell tanks and autopilot systems to NVG-compatible cockpits and 4K cockpit video cameras.

Headquartered in Torrance, California, the vertically integrated company performs all aspects of helicopter production in-house, from design and manufacturing to assembly, inspection, and flight testing in its 617,000-square-foot facility. Their commitment to quality is reflected in their extensive manufacturing capabilities and highly skilled workforce. The company has delivered over 13,000 helicopters worldwide and maintains a service network of more than 400 centers.

The Challenge / Mandate

We were engaged to identify a Controller for this private equity-backed aerospace manufacturer. The role was critical to driving the professionalization of the company’s accounting and finance operations following the PE investment. Reporting directly to the CFO, the Controller would help elevate the financial function, instill a culture of financial rigor, and support the company’s operational transformation and growth initiatives.

The ideal candidate required deep expertise in cost accounting within a manufacturing environment, a strong understanding of aerospace operational complexities, and the ability to upgrade financial systems and processes. This person would play a pivotal role in improving financial transparency, ensuring GAAP compliance, and producing timely, accurate reporting for management, investors, and lenders.

Key objectives included driving process improvements, implementing or optimizing ERP systems, strengthening internal controls, managing audits, and delivering meaningful financial insights that would inform strategic decision-making.

Search Strategy

Our search targeted candidates with 7+ years of progressive finance and accounting experience within manufacturing, preferably in aerospace or related industries. Priority was given to candidates with robust cost accounting backgrounds, experience with private equity portfolio companies, and strong systems implementation capabilities.

We focused on finance leaders who combined technical accounting proficiency with the interpersonal skills necessary to lead teams, collaborate cross-functionally, and navigate the challenges of a fast-paced, high-growth environment. Candidates with experience in consolidating complex business entities and driving ERP transformations were especially prioritized.

The Placement

The selected candidate was an accomplished finance leader with a multifaceted background spanning corporate finance, FP&A, tax accounting, manufacturing cost accounting, and commercial strategy. Starting his career at JPMorgan, he brought a rigorous financial foundation, later expanded through senior finance roles in manufacturing, seafood production, and the paper goods industry.

Most recently, he served as Corporate Controller for an international seafood company, where he led monthly financial reporting across multiple production plants in the U.S., Canada, China, and Argentina. He was instrumental in ERP integrations, transfer pricing, and aligning GAAP and IFRS reporting. Prior to that, he was VP of FP&A at a North American manufacturing company, where he modernized financial reporting, implemented database-driven profitability models, and managed the company’s SAP and Salesforce integrations.

His broad experience made him uniquely qualified to lead the financial transformation at the helicopter manufacturer, bringing both operational depth and strategic foresight.

The Outcome

Since joining, the new Controller has been instrumental in cleaning up the company’s financial operations. He successfully consolidated the financials of the company’s subsidiaries into a single, streamlined reporting framework and built alignment between operational leaders and the finance function.

He completed the prior year’s audit, implemented stronger cost-accounting practices, and began migrating the company’s disparate ERP systems into a unified platform. His leadership has driven significant improvements in reporting accuracy, working capital visibility, and financial compliance.

His efforts have positioned the company for its next phase of growth, supporting both operational improvements and the private equity sponsor’s long-term value creation goals.