Financial stability and scale during a multi-billion dollar merger

The Challenge: Separation into reverse merger

As a Fortune 1000 gaming and digital business entered the final stages of separating from its parent organization and prepared to execute a high-value reverse merger, its finance organization faced extraordinary pressure. The transaction introduced significant structural, operational, and leadership complexity across a global footprint spanning North America, Latin America, EMEA, and APAC.

A newly appointed CAO inherited an organization in transition, with overlapping responsibilities, limited visibility into end‑state operating models, and constrained internal capacity. Key leaders were stretched across multiple roles while simultaneously managing separation activities, regulatory and audit requirements, and day‑to‑day operations. Critical risk areas included:

• Unclear ownership and accountability across the future accounting and controllership organization
• Strained payroll, benefits, and compensation accounting processes during a period of workforce and entity change
• Elevated internal audit and SOX concerns following organizational disruption
• Underperforming shared services operations and inconsistent service delivery from an outsourced provider
• Regional controllership challenges in Latin America and EMEA, including aged balances, reconciliation gaps, intercompany complexity, and statutory reporting delays
• The need to prepare the finance function to operate as a standalone, merged enterprise aligned with private equity expectations

To successfully navigate this large and complex transition, client leadership recognized that more than technical execution was required to deliver long-term value. The organization needed exceptional finance leaders who could provide structure, restore confidence, create accountability, and act as true partners under the direction of client management during a pivotal moment.