Bryan brings a calculated and pragmatic approach to problem solving, combining strategic insight with a focus on practical implementation and measurable outcomes. Known for his tenacity and ability to build consensus across complex stakeholder environments, he consistently drives alignment and delivers tangible results.
Throughout his career in both industry and consulting, Bryan has partnered closely with senior executives to lead large-scale enterprise digital transformations, value creation programs, working capital optimization initiatives, and organizational effectiveness reviews. His experience also spans strategic pricing, operational turnarounds, and financial restructuring including advisory roles through complex Chapter 11 processes.
Before joining AlixPartners, Bryan led Strategic Pricing for multi-billion-dollar proposals at Lockheed Martin, where he also completed the company’s Financial Leadership Development Program.
Key engagements and experience
Served as Chief Business Architect for the enterprise-wide Unified Data Layer, integrating dozens of legacy and modern systems into a single trusted data foundation. This platform became the backbone of a digital ecosystem supporting advanced capabilities and AI-enabled decisioning tools such as the Program Digital Cockpit. These solutions improved margin visibility, forecast accuracy, and surface risks and opportunities – fundamentally shifting how programs and large capital projects are executed
Led a complete finance transformation delivering 20%+ cost savings and enabling the digital evolution of the Finance organization. Designed and implemented initiatives across both A&D-specific functions (Program Finance, Pricing, Government Compliance) and core finance areas (FP&A, Accounting, Shared Services). The result was a more data-driven, insight-led finance operation tightly aligned with operational performance and growth
Advised a global airline through Chapter 11 restructuring, partnering directly with the CFO to stabilize Airport Operations to underpin a credible re-emergence business plan. Redesigned core processes including manpower planning, turnaround procedures, organizational structure, and passenger throughput – moving the airline from bottom-quartile to now top-5 globally in on-time performance. Positioned the company for sustained profitability and operational discipline post-emergence.
Designed and deployed a total working-capital improvement program that shortened the cash conversion cycle by 50% for troubled business unit of a global Helicopter Operator company. The initiative’s inventory-optimization component approach was then subsequently scaled at a large highly engineered parts manufacture freeing trapped cash while embedding a culture of liquidity management and operational accountability for both entities
Re-architected the operating model to standardize delivery, strengthen group-level cost control, and improve comparability across global operations for aviation services company. The new construct enhanced transparency, financial governance, and performance management – enabling better capital allocation and margin consistency