Giacomo ‘Jake’ Cantu, the Global Leader of the Technology, Media, and Telecommunications practice at AlixPartners boasts a stellar track record in engineering and executing large-scale transformation programs for global hardware, software, and business services clients. His expertise lies in rapidly achieving results and driving sustainable change to reverse performance deterioration, harness complexity, adapt to market disruption, and optimize operational and organizational performance.

With over 18 years at AlixPartners, Jake has passionately engaged with large organizations, challenging the status quo to deliver transformative results. His approach combines innovative analytics and intuitive strategies to achieve sustainable outcomes. Jake's transformative approach follows three key tenets—understand, reflect, and take action.

Jake is committed to fostering a diverse and inclusive workplace and proudly sponsors AlixPartners PrideMatters employee resource group.

Key Engagements:

  • Collaborated with boards and management teams to deliver change improvements in top line growth, operational performance, and cash conversion across all deal stages, for dozens of Private Equity owned High-Tech, Enterprise Software and Business Services companies.
  • Successfully led a full-company transformation and complex reduction program to align cost structures, for a global leader in enterprise software. Delivering a pipeline of initiatives with $500 million of savings in product portfolio rationalization, migration to public cloud, revenue operations simplification, and centralization of business intelligence and reporting.
  • Thoughtfully led a large-scale transformation program to deliver double-digit sales productivity improvement and $140 million of run-rate savings within 6 months and another $300 million in the next 12 months for a Fortune 50 global technology and business services company.
  • Jake has engineered multiple performance improvement programs to meet near-term financial objectives. Including restructuring of the business portfolio and the turnaround of money-losing units, to achieve a $200-million run-rate improvement in earnings before interest, taxes, depreciation, and amortization in 18 months, for a Fortune 100 information-technology and business services company.