Felipe Pantin Maciá

Versatile people leader & problem-solver

• Led dozens of teams across sectors and industry functions (e.g., Transformations, portfolio strategy, corporate functions, insurance, defense, chemicals, etc.), working cross-functionally and across silos, leveraging experts and syndicating with diverse stakeholder groups to achieve rapid impact
• Successfully led a politically charged engagement across several geographies with a hostile CEO, calming the situation and bringing all stakeholders back to focus through high touch syndication across the org, identifying and aligning on opportunities and tactical areas of focus
• Rapidly identified and developed high potential cost and growth strategies, business cases, and implementation plans across hundreds of initiatives and stakeholders for a large international company, targeted to increase bottom line impact by $200M annually
• Identified gaps in how the Firm prepared new colleagues to join high functioning teams and led the redevelopment and facilitation of the Firm’s “Early Tenure Playbook” curriculum, a one-week suite of training sessions to upskill new joiners for the expectations and rigor of their role in Excel, PPT, and ownership
• One of 63 colleagues globally to receive the highest recognition offered to learning facilitators for their meaningful contributions to Firm learning, Gold Master Faculty with Distinction

Operations and Transformation

• Empowered teams across several large-scale Transformations to create outsized impact by building detailed bottom-up processes through workshops, expert interviews, and client engagement, leveraging data to enhance insights and strategic planning up and down the organization and across silos
• Led team of four to finalize initiatives worth $300M of recurring impact across multiple business lines and corporate functions for a large NA organization, resolving implementation bottlenecks and coordinating with business unit leaders to problem solve and refill pipeline value drops across the Transformation
• Coached, upskilled, and problem-solved with clients on countless initiatives across the organizations’ business units and cost centers over four large scale transformations, helping deliver greater than $1B in recurring bottom line impact and challenge business units on their growth assumptions and strategic plans, refining and revising for success
• Built a proprietary and dynamic tool deployed globally to clients that codified the Firm’s expertise and experience of delivering industry specific impact by syncing data from 20+ transformations across thousands of unique initiatives, along with interviews with dozens of experts and knowledge documents while leading a diverse team of new joiners

Strategy and Private Equity

• Worked directly with the CEO of a Caribbean-based private equity firm and its CFOs to unravel recent capital management decisions leading to poor shareholder return and developed solutions across the holding company to revitalize historical financial returns
• Analyzed spend data to target $600M of external expenses for the NA arm of a diverse global organization to achieve in-year cost reductions, bridging cross-functional teams and tech stacks, eliminating and consolidating excess spend across the procurement function, and renegotiating professional services contracts
• Built a financial model for a NA auto-hauler, identifying $6M+ of annual savings by simulating which type of driver (e.g., internal, subcontractor, etc.) each depot across the country should deploy in various circumstances, syncing 30+ data sources, co-creating and aligning outputs directly with the COO and VPs

Investor Relations

• Co-led founding and fundraising of InterEnergy in 2011, an energy investment private equity fund focused on Latin America and the Caribbean, totaling in excess of $437M over three rounds from a mixture of institutional investors, pensions funds, NGOs, private equity funds, and family offices
• Grew InterEnergy from initial $270M company in 2011 to valuation greater than $1.1B in 2019, an 18%+ per year IRR for investors with steady dividend flow
• Led investor relations at both private equity fund and holding company levels, covering institutional investors, pension funds, and family offices, touring them through assets and liaising with board representatives for any due diligence requirements
• Directed all communications with Limited Partners, including quarterly and annual reports, capital calls, and year-end valuation information via regional industry comps, while ensuring 100% compliance with offshore regulation
• Acted as primary legal coordinator for InterEnergy’s team at Morgan, Lewis & Bockius, including acquisitions, fundraising, term sheet negotiations, and general compliance matters, as well as completing 10 distinct audit processes and valuations while ensuring 100% FATCA compliance

New Business Operations

• Key team member in over $700M of assets acquired and developed in five countries, including over $400M of emerging market debt financing
• Supported Director of New Business and COO in analyzing financial models and simplifying communications with Board of Directors and investors, increasing transparency into firm’s daily operations
• Acted as head of global environmental compliance ensuring InterEnergy’s assets adhered to World Bank standards for 3 years, both from an emissions and reporting perspective, reporting directly to the CEO and the World Bank’s environmental compliance office
• Ensured company-wide interconnectivity by streamlining all due diligence information for over 40 companies across 10 foreign jurisdictions through web-based platforms, reducing information request delays from weeks to hours
• Managed two separate offices as the sole operator and administrator of InterEnergy’s US-based entity, with an annual budget of over $3M, including IT, banking, payroll, benefits, accounting, audit, and office lease negotiations

• Led new business development efforts throughout Central and South America for plastic resin sales (e.g., HDPE, PET) specifically focusing on Costa Rica, Colombia, and Ecuador
• Oversaw delivery logistics from manufacturer (e.g., Korea, USA) to end customers via warehouses and international shipping lines

• Rotated through four distinct areas of firm, including International Fixed Income and Marketing