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William B. Doyle, Jr.

William B. Doyle, Jr.

Menlo Park, CA, United States
Member since May 25, 2017
A Princeton engineering and Stanford MBA graduate, Bill has managed growth businesses, turned around struggling operations, served as CFO, and completed 27 investment, sale, and financing transactions totaling $1.3 billion. He is freelancing to achieve success for clients who need to raise capital, complete M&A transactions, and surmount business challenges.
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Career Highlights
Education
Case studies
Industry Expertise
  • Financial Services
  • Industrial & Manufacturing
  • Technology
Other Expertise
  • Capital Raising
  • Interim CFO
  • Mergers & Acquisitions (M&A)
  • Private Equity
  • Three Statement Operating Model
Employment
  • Senior Advisor
    2014 - PRESENT
    The Perreault Birmingham Group
    • Raised $1.5 million in debt capital for a client in the educational technology industry seeking to transition from licensing to mobile delivery.
    • Authored offering memorandums for capital raises ranging from $3 million to $30 million.
    • Proposed and analyzed merger and capital structure options for a client providing enterprise software to Bank of America, Banamex, and other major financial institutions worldwide.
    • Identified and screened lower middle market acquisition candidates nationwide for a buyout group client.
    • Devised a defense strategy that combined adjusting Board structure and raising capital, and anticipated a potential litigation forcing the sale of a client to the company affiliated with the client's founder. This strategy forced the founder to back off without litigation or prolonged management distraction.
    Focus areas: Mergers & Acquisitions (M&A), Growth Capital Raising, Business Plan Development, Financial Business Planning, Financial Benchmarking, Company Strategy, Private Equity Valuation
  • Managing Member
    2013 - PRESENT
    Hawkins Doyle Partners LLC
    • Advised an online wholesaler and retailer of niche consumer hardgoods growing at 35% annually on its operating and capital structure.
    • Created a three-statement financial model for raising $8 million in debt capital. Advised the management in negotiating terms of the new bank debt.
    • Developed and presented a $3 million venture equity pitch for StationCheck, a SaaS platform serving first responders.
    • Led discussions with the seller of a potential $9 million acquisition for a software client.
    • Identified and initiated contact with fifteen prospective acquisition targets in the western United States.
    • Built relationships with providers of equity and debt financing for private middle market companies.
    Focus areas: Capital Raising, Private Equity, Three Statement Operating Model, Strategic Finance Management, Financial Planning & Analysis (FP&A), Business Plan Development, Mergers & Acquisitions (M&A), Company Strategy
  • President, CFO, and Director
    2011 - PRESENT
    Business Recovery Services, Inc.
    • Added new payment processing lines of business, shifted sales channels, negotiated and closed new contracts, and reduced operating costs as the company lost 85% of its revenues over two years as its core disaster recovery services for financial institutions faced industry-wide technical obsolescence. New customers replaced and exceeded lost revenues, annual growth reached 18%, and EBITDA margin grew to 14%.
    • Implemented financial controls and procedures that included expenditures planning and control procedures, and implemented GAAP financial standards.
    • Built and operated 52-week cash receipts and disbursements schedule.
    • Created financial and operating models for internal business information and external funding.
    • Identified, contacted, and closed strategic relationships with industry partners and customers to position the company as an integrated funds transfer partner to its customers, rather than as a single-line commodity processor.
    • Added a new line of business automating processing invoices (for clients making payments) to complement remittance processing (for clients receiving payments). This broader line of services mobilizes customers' cash and raises the level of strategic sale within customer organizations.
    • Applied lean management principles to combine flexibility, efficiency, reliability, and quality in payments processing for multiple mid-sized customers.
    Focus areas: Three Statement Operating Model, Accounts Payable Processes, Market Opportunity Analysis, Financial Management, Revenue Management, Mergers & Acquisitions (M&A), Financial Planning & Analysis (FP&A), Zero-based Budgeting, Business Plan Development, Strategic Investments, Accounts Receivable, Accounting Controls, CFO
  • Interim CFO and Advisor
    2017 - 2017
    Sunpreme, Inc.
    • Created legal and capital structure for a major new U.S. manufacturing operation that builds on Sunpreme's solar technology expertise and expanded the company's manufacturing beyond its Chinese pilot plant.
    • Identified strategic and capital partners to finance the more than $25 million project and provide complementary production including glass substrates, digital electricity phase inverters and power optimization systems.
    • Built a flexible, integrated three-statement financial model for the establishment and operation of the project under various scenarios.
    • Set out capital terms, structure, and projected returns for debt, equity, and strategic investors.
    Focus areas: Project Finance, Capital Raising, Equipment Finance, Venture Debt, Equity Valuation, Capital Structure, Strategic Investments, Business Plan Development, Company Strategy, Three Statement Operating Model, Interim CFO
  • Managing Member
    1995 - 2011
    Doyle & Boissiere LLC
    • Raised and managed a $100 million private equity fund.
    • Identified, negotiated, and completed equity investments in privately held U.S. companies, including five platform investments and four add-on acquisitions. The investment strategy focused on under-performing middle market companies that could improve operating performance. Main industries included snack foods, precision aerospace components, nutraceuticals, hotel softgoods, and branded apparel licensing.
    • Combined operating advice with capital to support growth and profitability of portfolio companies. The companies experienced growth ranging from 20% to 300%, with improved profitability in all of the companies averaging 35%.
    • Achieved successful exits from investments, including sales to General Electric, Warnaco, an Indian textile manufacturer, and a privately-held U.S. nutraceuticals marketer. Exit transactions ranged from $15 million to $55 million.
    Focus areas: Private Equity, Capital Structure Optimization, Debt Raises, Mergers & Acquisitions (M&A), Investment Monitoring, Investment Decision-making, Investment Summaries, Company Strategy, Private Equity Valuation, Financial Restructuring, Three Statement Operating Model, Revenue & Expense Projections
  • Head of Turnaround Investments and Portfolio Management
    1992 - 1995
    Govett, Ltd.
    • Launched a new investment strategy focused on under-performing middle market companies. Sourced, structured, and closed $30 million in debt and equity investments in privately-held companies in apparel licensing, frozen food distribution, and furniture manufacturing.
    • Oversaw an investment portfolio of equity and mezzanine debt investments in 80 companies. Designed and oversaw operating changes in portfolio companies to improve financial performance.
    • Recruited CEOs and CFOs for portfolio companies.
    • Negotiated refinancing of over $70 million of equity and debt capital.
    • Restructured organization and capitalization of an enterprise software firm with $30 million in revenues to restore profitability and growth.
    • Sold portfolio companies to financial and strategic buyers for cash and securities consideration ranging from $5 million to $35 million.
    Focus areas: Private Equity, Private Company Valuation, Financial Restructuring, Asset-based Lending, Mergers & Acquisitions (M&A), Financial Options, Investment Summaries, Investment Memoranda, Investment Decision-making, Investment Monitoring
  • Vice President
    1987 - 1992
    Alex. Brown & Sons, Inc.
    • Advised Telecredit, a publicly-traded payments processing services firm, in its $513 million sale to Equifax.
    • Executed sales of privately-held technology companies with proceeds exceeding $400 million.
    • Assisted in preparing and executing public equity offerings (IPOs and follow-on offerings) that raised over $70 million for software and services clients.
    • Provided additional investment banking services as a member of the firm's software and services team, including valuation analyses, fairness opinions, and advice on financial structuring and capital raising.
    • Developed and utilized leveraged buyout financial models that incorporated three statement financial statements and projections, sources and uses of funds, acquisition accounting, capital structure, investment returns, covenant coverage and other metrics.
    Focus areas: Mergers & Acquisitions (M&A), Equity Offerings, Valuation Modeling, Growth Equity, Growth Capital Raising, Fairness Opinion Reports, Three Statement Operating Model, Corporate Finance
  • Production Manager
    1985 - 1987
    Allied-Signal, Inc.
    • Managed manufacturing operations for a newly-acquired, 350-employee French subsidiary of Allied-Signal's computer accessories unit based in Des Moines, IA. Integrated management efforts and converged business practices according to the requirements of the U.S. parent as the sole American in the French company.
    • Prepared and oversaw first physical inventory of the newly acquired business, remedied sourcing challenges to production rates, liquidated excess inventory, and managed controls and processes that reduced manufacturing and delivery cycle from 10 weeks to 10 days.
    • Reorganized the product line from 3,500 to 1,100 stock-keeping units (SKUs). Outsourced injection molding, production equipment construction, and printing lines of business to reduce 210 production personnel to 120. Raised EBITDA margin from a negative 10% to 13%.
    • Implemented quality control and safety procedures at the corporate level, with returns of defective products dropping by 35%.
    • Helped create constructive work conditions that led workers to reject a unionization drive and supported rebounding sales.
    Focus areas: Management Accounting, Cost Reduction & Optimization, Pricing Strategy, Pricing Analysis, Inventory Management
  • Summer Associate
    1984 - 1984
    Goldman, Sachs & Co.
    • Analyzed the business fit, financial value, and acquisition appetite of potential acquirers for a consumer products portfolio company of a major LBO firm with $80 million in revenue.
    • Participated in the preparation of follow-on public equity offering of a retail jeweler, including the detailed update of financial projections, participation in "red herring" drafting, and preparation of roadshow PowerPoint presentation.
    Focus areas: Mergers & Acquisitions (M&A), Corporate Finance
  • Research Analyst
    1981 - 1983
    McKinsey & Company
    • Conducted marketing and strategic analyses of industries including oilfield services and industrial controls.
    • Rebalanced oilfield equipment manufacturing operations to respond to anticipated backlog reductions.
    • Developed acquisition strategy and identified takeover candidates in the electronic power supplies industry.
    • Conducted in-person market research and generated tactics to penetrate the U.S. oilfield equipment market for a European manufacturer.
    Focus areas: Market Research, Market Opportunity Analysis, Pricing Strategy, Data Analysis, Variance Analysis
Other Experience
  • Selling a Business for Maximum Value in a Challenging M&A Market (Publication)
    https://www.toptal.com/finance/interim-cfos/selling-a-business-best-practices
    With $936 billion of uninvested private equity capital inching down market, why do 46% to 80% of lower middle market sell-side transactions fail to close? The usual answer is that companies are not ready for buyers’ examination and owners can be overly optimistic or even greedy. Business owners can do much more to put themselves in the driver’s seat. Success boils down to the following: (1) take the time and do the work to prepare for an exit transaction and (2) apply “intelligent greed” to close your best deal.
Education
  • Master of Business Administration degree (MBA) in General Management
    1983 - 1985
    Stanford University - Stanford, CA, USA
  • Certificate in Economics in Public Policy
    1979 - 1981
    Princeton University, Woodrow Wilson School of Public and International Affairs - Princeton, NJ, USA
  • Bachelor's degree in Civil Engineering
    1977 - 1981
    Princeton University - Princeton, NJ, USA
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