Patryk, leader in the AlixPartners Global Power and Utilities practice and strategic advisor to the largest energy companies globally.
Co-founder of one of the first Cleantech funds in Central Europe. Since joining AlixPartners over a decade ago Patryk applies skills acquired as a successful portfolio manager to help clients achieve their strategic goals. He delivered over $1B in shareholder value through implementation of revenue growth and cost reduction strategies, oversight of cash management, and project management of complex transactions.
The wholistic approach to the value creation stems from leading roles assumed in the turnaround of #1-in-their-field companies including Pacific Gas & Electric, Westinghouse and Puerto Rico Electric Power Authority.
Simplifier, results driven, rapidly moving from analysis to action. Patryk held roles spanning liquidity management, business plan development, workforce optimization, project management (up to $1.7B), top line growth and product P&Ls. Led diverse teams of dozens of people across Europe, Asia and North America.
Lived and worked in 6 countries on two continents always speaking the local language. Lover of numbers, words and people. An analytical extrovert who uses math, language and personality to influence others, turn "no" into "yes" and put strategy in action.
Specialties include: operational improvement and affordability challenges, working capital optimization, market sizing and go-to-market strategies, financial forecasting and business plan, vendor negotiations, change management, advisory in the zone of insolvency, interim management.
Key Engagements:
- Led business plan process and built a financial model for a major US utility company for successful filing of a plan of reorganization in a Chapter 11 proceeding.
- Drafted financial projections for an electric vehicle manufacturer; estimated capital needs; planned successful investment of a strategic partner.
- Served as interim head of FP&A for a food manufacturer.
- Assessed business plan of global apparel producer ahead of $800 million debt refinancing.
- Implemented multilateral funding agreement based on weekly cash actuals and forecast reporting; the result was $800 million in new capital injection and preservation of 10,000 jobs in the nuclear industry.
- Set up financial and operational key performance indicators around workforce management process at a $4 billion engineering company; realized $180 million in annualized savings through improved cost control.
- Developed cost-tracking process and reviewed cash impact of $20 billion fixed-price nuclear construction projects; performed scenario analysis and estimated funding requirements.
- Set up Project Management Office and established financial KPIs tracking $1.7 billion in operational efficiencies at a major utility.
- Implemented financial controls around billing and client dispute resolution process at a leading Caribbean utility company, releasing $20 million.
