Over his 20+ year career, Kevin has helped world-class companies including AT&T and E&Y drive growth through acquisitions and new ventures. He has extensive operational finance experience ($2.5 billion in revenues at Linde America) managing financial planning, budgeting, analysis, and reporting. He joined Toptal to work on challenging projects involving M&A, financial modeling, and business plans alongside his other endeavors.
Led complex project finance modeling efforts to bring three deals to a financial close, an integral piece of Covanta's international growth plan.
Selected as finance lead to support the new chief transformation officer to drive the full potential plan initiative and track the progress to deliver targeted around $500 million in incremental EBITDA by 2026.
Led a long-term (five-year) financial model for the international plant fleet (UK, Ireland, and China).
Reorganized and optimized the analyst team, removed low performers, and hired stronger contributors. Led the team through challenges, including COVID-19, strategic restructuring, and company sale, maintaining morale without losing productivity.
Focus areas: Cash Flow Modeling, Project Finance, Business Cases, Financial Modeling, Financial Model Auditing, New Product Business Cases
Senior Director Strategic Finance
2019 - PRESENT
Led complex project finance modeling efforts to bring three deals to a financial close, an integral piece of Covanta’s international growth plan.
Partnered with global business development and M&A, legal, accounting, engineering, operations, and other stakeholders to develop business cases, complex financial modeling, and analyses to drive the growth capital investment initiative. Closed three deals.
Led the long-term (5-year) financial model for the international plant fleet (UK, Ireland, and China) as part of FP&A efforts.
Selected as finance lead to support the new Chief Transformation Officer to drive the Full Potential Plan initiative and track the progress to deliver a targeted (around) $500 million in incremental EBITDA by 2026, helping with revenue growth and cost savings.
Built complex financial models to evaluate new business opportunities in terms of IRR, NPV, and ROI, and examined various scenarios and options related to deal and commercial structure in partnership with business development and sales divisions.
Led due diligence and financial modeling and valuation for Linde Americas acquisitions, numbering approximately 20 deals ranging in deal value from $5 million to $900 million.
Created financial forecasts, budgets, mid-term financial plans and long-term strategic plans. Created KPIs and compared actual performance to forecasts for major business units within Linde Americas.
Identified, quantified, tracked cost savings initiatives that led to $15 million in realized savings for our Growth and Productivity program (a four-year initiative). Coached business partners in identifying and quantifying cost savings initiatives.
Focus areas: Strategic Planning & Execution, Investments, Due Diligence, Cash Flow Modeling, Mergers & Acquisitions (M&A), Capital Budgeting, Key Performance Indicators (KPIs), Financial Model Auditing, Financial Modeling, Business Planning, Financial Planning & Analysis (FP&A), Three-statement Modeling, Valuation Modeling, Revenue & Expense Projections, Forecasting, United States, Manufacturing, Green Energy, Investment Return Scenario Analysis, ROI, IRR, Capital Expenditure Planning, Clean Energy
2004 - 2007
Led initiatives to improve the ability to forecast, manage, and track spending on large projects. Built and led a multidisciplinary team to achieve system and process changes critical to the success of initiatives.
Built complex financial models with scenarios and sensitivity analyses to evaluate project profit and loss, returns, risks, and net present value for investments ranging from $5 million to $200 million in partnership with the global business development team.
Designed and implemented processes to share procurement and project cost information between BOC’s SAP system and its global engineering partner. Served as the primary finance representative in a global team formed to improve capital investment execution.
Focus areas: Financial Model Auditing, Financial Modeling, Capital Expenditure Planning, Capital Budgeting, Revenue & Expense Projections, United States, Manufacturing, Investment Return Scenario Analysis, Investments, ROI, IRR
Director Mergers & Acquisitions and Business Development
2001 - 2004
Grew the environmental services division’s revenue and profit through acquisitions. Rapidly built a pipeline of potential acquisition candidates. Prioritized and implemented an aggressive action plan to engage potential M&A opportunities. Enabled the division to thoroughly investigate and initiate action on eight prospective deals within 14 months.
Acquired and integrated the acquisition of Environmental Management Corporation (a $60 million acquisition), which marked BOC’s entry into the water services business in North America.
Led the acquisition integration with no loss of key staff or customers and managed 12 integration sub-teams to complete the integration under budget and within the deadline.
Managed lifecycles of acquisitions, divestitures, and joint ventures valued as large as $300 million and worked on teams managing acquisitions as large as $11 billion. Directed all aspects of domestic and international transactions including identification, valuation, due diligence, contract negotiations, and post-close integration.
Led a $230 million divestiture under a very tight deadline of four months. Developed the offering memorandum, identified buyers, established a data room and management meetings for buyers, and motivated the management team to stay engaged. Attracted ~8 private equity firms to bid on the deal, enabling a strong price and a successful close by the deadline.
Took over a failing $300 million divestiture and closed the highly complex deal within five months. Quickly identified internal and external key issues, mediated conflicts between two law firms supporting AT&T, and overcame deal roadblocks.
Performed equity and enterprise valuations of major US and international companies using discounted cash flow modeling, comparable multiple analysis, and acquisition multiple analysis.
Analyzed companies in many different industries, including manufacturing (British Tire and Rubber, Schlegel International), entertainment (Rockefeller Center/Mitsubishi Estate Company, International Ice Capades), retail (May Department Stores, Rent-A-Center), distribution, and business services.
Managed a team of analysts to complete multiple projects simultaneously on deadline and under budget.
Focus areas: Financial Model Auditing, Financial Modeling, Discounted Cash Flow Analysis, Equity Valuation, Valuation Analysis, Valuation, United States
Certified Management Accountant (CMA) in Management Accounting
2009 - 2011
Institute of Management Accountants - Montvale, NJ
Chartered Financial Analyst (CFA) in Investment Analysis
1991 - 1995
CFA Institute - Charlottesville, VA
Certified MBA (CMBA) in Finance
1988 - 1992
Temple University, Fox School of Business - Philadelphia, PA
Bachelor's Degree in Finance
1982 - 1986
Pennsylvania State University - University Park, PA