A private equity group spun off a non-core subsidiary of one of its holdings. The subsidiary is a U.S. manufacturer, marketer and distributor of outdoor recreational products. Shortly after the spinoff, the private equity group acquired a complementary Canada-based company and combined the two entities. The intent was to grow market share and lower operating costs as a combined group. During this fast paced activity, the private equity group and the CEO of the combined entities determined that more experienced senior management was needed to achieve desired objectives.


A NextLevel partner stepped in as interim CFO and produced the following:

  • Developed the business plan for the combined business and presented it to the Board of Directors. KPI’s were established for each entity to monitor progress toward objections.
  • Established integration synergy milestones and measurable objectives with weekly status to the CEO, Board and owners.
  • Implemented financial reporting processes and structure for the combined companies which the private equity group considered to be ‘best-in-class’ for its portfolio companies.
  • Implemented a structured cash flow forecasting regimen
  • Established make vs. buy analysis and decision making process
  • Initiated a transfer pricing study
  • Initiated ISO 9001 assessment
  • Facilitated the transfer to a new bank finance structure
  • Facilitated an efficient and orderly transfer of information/processes to the permanent CFO      


  • The Board approved the combined business plan and management incentive program.
  • The financial reporting processes and initiatives initiated by the NextLevel interim CFO to enable success as a combined group of companies were continued without exception by the permanent CFO.

Ready to create value?

As a strategic partner to corporate leadership and management teams, we optimize processes, catalyze performance, and build enterprise value.