After senior management determined that one of their business units was no longer aligned with their core market strategy, they retained LevelX to help them assess their strategic options for exiting the business. Midway through the process, management decided not to divest the business and retained the same LevelX consultant to serve as the interim CFO of the business unit until they hired a full-time finance leader.

Our client experienced a precipitous decline in their business and were burdened by a finance organization designed to support a business four times its present size. Management retained LevelX to right-size their finance organization.

Our client endeavored to implement a Continuous Improvement (Lean/Six Sigma) program across their Global Shared Services Enterprise. They retained a global consulting firm to design the program strategy and implementation plan, and they retained LevelX to deploy a Six Sigma Master Black Belt to lead the roll-out of the Continuous Improvement program.

Our client implemented a roll-up within a nationally-branded chain of fitness centers. The client’s growth strategy included the acquisition of existing franchise groups across the US; as well as, the build out of de novo facilities in select geographies. As part of their growth strategy, they sought to create a shared services organization for their back-office functions. The Company’s PE sponsors retained Levelx to deploy an interim CFO to establish their finance and accounting (shared services) operations and position finance to support their growth objectives.

Our Client, the Corporate Controller, had four Senior Managers as direct reports. One of the Sr. Managers, who managed a team of six, was departing the group to head another department, leaving the Controller with a vacancy. The Controller aspired to seize the opportunity and eliminate the role that the outgoing Sr. Manager left vacant. The client retained Levelx to backfill for the outgoing Sr. Manager and implement LX Unboxed — a methodology for leveraging a temporary assignment to help clients eliminate unnecessary headcount and execute more work with fewer employees.

Our client, the Audit Committee of the Board of Directors requested an independent review of select processes to ensure existing controls were functioning and effective after implementing a new ERP System. As with any ERP (Enterprise Resource Planning) implementation, existing processes and controls are modified to incorporate the improved functionality of the new system. Management retained LevelX to perform an internal control review to ensure controls were designed appropriately, were operating effectively, and were sufficiently documented. The scope of the review included the Disbursement, Fixed Asset and Financial Reporting (Accounting, Budgeting and Monthly Close) processes.

The newly-minted CFO of a PE-sponsored audio-visual company endeavored to improve the efficiency and effectiveness of their reporting function; where their staff spent more time preparing reports than performing analysis to drive strategic decisions.

A global private equity firm, carved a retail technology firm out of a publicly-traded corporation. They retained an interim CFO from an international turnaround and performance improvement firm to “stand-up” the stand-alone finance operations and, later, retained an interim Treasurer from LevelX to establish a Treasury function and take control the flow of cash between the carve-out and it’s former parent.

The client endeavored to fill, on an interim basis, an open Financial Planning Manager role their largest business unit (which accounted for over 75% of consolidated corporate revenues). The resource gap was critical, as the client was in the process of splitting into two separate publicly-traded entities and required all available personnel to facilitate the transition. The client retained LevelX to fill the resource gap on an interim basis.

Our client endeavored to fill, on an interim basis, an open Sox / Accounting Director role to support their International Sox and Accounting department. The resource gap was critical, as the client had corporate deadlines and monthly close schedule. The client retained LevelX to fill the resource gap on an interim basis.

Our client was engaged in an acquisition that consumed many of their core team resources. They sought to back-fill a key finance manager position to assist in the annual budgeting and planning process as well as perform ad hoc strategic analyses. The client retained Levelx to back fill the position until a suitable permanent placement could be found.

Our client, the CFO of a business in entering a confidential sales cycle, retained LevelX to deploy a consultant to help him navigate the sell-side work effort, while maintaining confidentiality of the process among the company’s staff.

The ownership team sought to acquire an competitor in an adjacent market which would more than double their business. The management team lacked buy-side experience and unbeknownst to them, the sell side management team had no formal financial records, making traditional due diligence virtually impossible. Management retained LevelX to deploy a consultant with significant buy-side management experience to help them secure financing for the transaction and to provide deal-related support.

Our client, the business owner, endeavored to sell their business but lacked sophisticated financial records and had no one on staff with sell-side M&A transaction experience. They retained Level X to provide finance leadership through the transaction.