At Danaher, a Fortune 150 company, Kyle's group drives the strategy for $250M in R&D spending, owns $10M in partner initiative P&L, and manages pre-M&A funnel due diligence. He's worked in private equity, venture capital, and corporate business development—all roles in which he worked closely with fund managers and CEOs in varying capacities. He looks forward to helping his clients find creative strategies for identifying and realizing value.
Developed market segmentation based on both primary and secondary research that drove the allocation of $250 million in R&D spending over five years and a strategic shift in the focus of over 1,000 global salespeople; identified high-value segments to increase five-year incremental new product development pipeline value by $38 million (34%, $112 million to $140 million).
Managed open-innovation partnership due diligence—including market segmentation, competitive analysis, technology validation, financial forecasting, and commercial strategy—the partnerships are forecasted to deliver $17 million over the next five years.
Worked closely with the president and vice president to develop a new open innovation and new product development strategy; increasing on-time-delivery of projects and revenue achievement (vs project forecast) from 57% and 73%, respectively, to 80% and 89%, respectively.
Partnered with the M&A team to cultivate open innovation partner relationships for future acquisitions, providing due diligence assistance as required.
Focus areas: Financial Modeling, Project Finance, Mergers & Acquisitions (M&A), Product Management, Marketing, Research and Development, Due Dilligence, Pricing Strategy, M&A Modeling, Revenue Modeling, Valuation Modeling, Three Statement Operating Model, Open Innovation, Market Research, Market Opportunity Analysis, Financial Planning & Analysis (FP&A)
2016 - 2017
University of Virginia Darden School of Business
Authored a case study and technical note published by Darden Business Publishing that covers single-name CDS and credit index valuation as well as arbitrage techniques.
Wrote a case study published by Darden Business Publishing that covers the proxy battle at Imation Corporation, formerly IMN on the NYSE, initiated by an activist hedge fund (the Clinton Group). The case study covered a number of finance topics, including bankruptcy, activist investing, proxy voting, turnaround strategy, and shareholder pressure at publicly traded firms.
Worked directly with CEOs, board members, and C-suite executives to develop the cases and learning objectives from real-world experiences.
Conducted an investment due diligence, including industry analysis, competitor analysis, cap table construction, multiple-based firm valuation (based on precedent transactions), DCF-based firm valuation, and model sensitivity analysis.
Wrote investment memos and presented recommendations to senior partners; was directly involved with two investments (one series B and one series C) of $5 million and $6 million, respectively.
Attended investment pitches; where I actively questioned entrepreneurs about growth assumptions, cash flow forecasts, industry trends, future funding requirements, and exit options/timeline.
Actively worked with portfolio companies to devise and execute growth strategies.
Developed a unique ability to quickly and effectively identify the key aspects of any business model that would enable success.
Focus areas: Financial Modeling, Venture Funding, Due Dilligence, Valuation, Valuation Modeling, Pricing Strategy, Early-stage Venture Capital, Venture Debt, Revenue Modeling, Cash Flow Modeling, Three Statement Operating Model
Global Product Manager, Structured Credit and Securitized Products
2010 - 2014
Was promoted to product manager—two years ahead of the company’s minimum experience requirement—with a mandate of limiting the revenue deterioration of a declining business unit.
Led a nine-person, globally-based team, including software developers, lawyers, marketers, and sales team—that grew annual revenue from $9.5 million to $10 million, exceeding executive forecasts by $1.5 million.
Reinvigorated a business unit by launching three new products—with ownership from ideation through sales/marketing; developed a new licensing model and redesigned pricing for existing products. Also negotiated two partnerships with key industry competitors, combining our respective strengths to close our product gaps; product pipeline helped to sustain revenue growth.
Created new valuation models, responding to market trends and demand, and improved accuracy across legacy products by developing specifications, testing implementations, and releasing updates; helped grow EBITDA at a 15% CAGR and received Waters Technologies award for “Best Pricing/Valuation Provider” (2011-2013).
Created financial models to augment our growth strategy during the 2009 economic downturn. Intelligently cut costs to manage liquidity and re-prioritized strategic initiatives.
Hired and coordinated client services team to manage Maclaren Baby’s 2009 product recall; successfully fielded client demand more than 300% above forecast by devising an automated process to track and process recall requests.
Attended portfolio company executive and board meetings in place of the managing director; took notes, delivered updates and action plans, and followed up on future deliverables.