Geoffrey Smith

Partner since 2019 leading consumer goods reinvention and leadership roles for North-East Consumer Goods and Industrial (Consultant to Partner 2010-2019) focused on:

Enterprise Transformation Leadership: Focused on Consumer Goods CEO, CFO, COO executed enterprise redesign that digitized and automated core processes, simplified cross-functional collaboration, and created agile operating models.

• Unlocked 40% productivity and reinvested to achieve growth
• Reduced organizational size by 30% alongside quality growth improvement

Private Equity Value Creation and Exit Readiness: Executed transformational value creation plans, outsourced transitions, and business entity elimination while preparing for exit.

• EBITDA improvement of SG&A (~15%), COGS (~5%), and Revenue
• Stabilized back-office functions for M&A and future value creation
• Value creation strategies for SG&A, COGS, and Revenue during Public to Private transitions.

Operational Improvement, Strategic Cost & Operating Model Transformations: Advised CFO, COO, and Chief Supply Chain Officers on resilient operations addressing complexity, costs, and lower cost-to-serve with differentiated service models. Strategies include Zero-Based Cost Management and sourcing improving SG&A, COGS, and Cash.

• Average 20% savings for value plans (specifications, rationalization, demand, price, elimination of duplication, and automation of organizations)

Growth & Commercial Transformation: Partnered with C-level leaders to drive revenue and margin expansion through B2B customer engagement, solution selling vs. product, and enhancing customer experience and efficiency.

Leadership roles accountable for delivering P&L objectives focused on sales and margin growth through cross-functional leadership in finance, sales, and operations to deliver logistic solutions.

• Achieved 20% sales growth within 12 months | $60 million in new revenue
• Improved margins by 15% by restructuring portfolio mix to enhance operational efficiency.
• Established the first pricing strategy for the national railway, achieving margin improvement by up to 15%, and designed and oversaw the delivery of new logistic solutions.