Six engagements. Six different shapes of decision.

$500M HOME DIALYSIS · BAXTER

Most product businesses are sitting on a service business they don't realize they own. We found it at Baxter Renal Care, built it, and shipped the industry's first paid customer-facing technology service in home dialysis.

$20M PRODUCT PORTFOLIO · BAXTER

Eighty-five SKUs cut to eighteen. Suppliers renegotiated. Distribution restructured through the existing fleet. Portfolio profitability up 5x, revenue still grew 6%. Most strategic finance work looks like this — three concrete moves, each boring on its own.

GLOBAL PHARMA · NOVARTIS

Three countries, three business units, four years inside the CFO development program. The work was systems, best practices, and cross-functional partnership — not heroic interventions. Each role left behind a function that didn’t need to be rescued by the person who came next.

COUNTRY AFFILIATE TURNAROUND · NOVARTIS

A finance function rebuilt after a compliance disruption — operating cadence, controls, and cross-functional trust, in that order. Stabilizing a function for a successor is a different job than running it long-term. This case is about the first.

INSTITUTIONAL REAL ESTATE · M3 CAPITAL PARTNERS

Five years inside a registered real estate PE firm contributing to $8B+ in equity transactions. The work that happens before institutional capital ever sees a sponsor — structure, model, materials, and the decisions that determine whether a raise is ready before it begins.

OWNER AND OPERATOR · DEGEORGE PLUMBING & HVAC

The institutional finance toolkit applied to a residential services business that had never seen it. Four years of figuring out what scales down and what doesn’t — and the operator credential that doesn’t appear on a résumé.