Chris has more than 20 years of consulting and industry experience. He is global co-leader of AlixPartners Operating Model & Org Transformation practice and a leader in bringing artificial-intelligence-enabled solutions to the firm’s clients. Chris’s approach to organizational optimization combines heavy analytics and experience with empathy and listening to deliver solutions tailored directly to clients’ needs. Chris has engaged with all industries in which AlixPartners operates, thereby giving him unique perspectives on the ways common functions operate across those industries, which equips him to bring new ideas and innovative approaches to clients.
Chris has an MBA in finance from the University of Illinois Urbana-Champaign.
Key Engagements:
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Led operating model and organizational optimization for more than 30 clients across use cases covering scale for growth, cost and performance optimization, and M&A integration situations.
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Led a scale-for-growth operating model and organizational design project for a private-equity-owned portfolio company, identifying both cost reduction levers that delivered 50% in cost reductions along with growth scaling factors to ensure that costs scaled in proportion with revenues as the company grew.
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Led an SG&A operating model optimization program for a $20B aerospace and defense contractor, driving performance improvement and cost savings of more than 20% by functional area.
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Served as interim human resources leader to led merger and integration of two of the world’s largest ($6B combined gross revenue) digital-event companies through the COVID-19 pandemic and a challenging antitrust situation, keeping both companies solvent through labor and third-party spend reduction efforts and resulting in sustainable cost savings of more than 50%.
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Identified and implemented $126M in EBIT savings for a $7B services business within two months by taking a rapid approach that identified overstaffed subfunctions and teams leveraging a metric-driven, bottom-up approach.
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Achieved $150M in EBIT savings within 18 months for a $9B services business through pyramid correction, use of low-cost labor, and improved decision-making and transparency on account-level profitability.
