BRG CFO Solutions

Case Studies

Transformation & Liquidity Management

$500M+ Automotive Company

The company was experiencing weekly forecasting surprises, lacked visibility into its liquidity outlook, and was in a cash crunch. Management struggled to drive a coherent strategy and execute operating plans.

The BRG team built a 13-week cash flow, managed liquidity, and implemented new processes to improve working capital. BRG set up and led a centralized Transformation Office (TO), with resources embedded across the business units to drive strategy development, initiative planning, metric reporting, and execution of key deliverables.


$500M Information Management Company

The company grew aggressively through acquisitions, resulting in disparate data stores and multiple information systems lacking a single source of truth. The FP&A team did not have capabilities to assist in the equity sponsor divestment. 

The BRG team built a data warehouse to converge data sources and created a common platform for business performance information. The data clean room and business performance analytics were institutionalized across the company through enterprise performance scorecards.


Finance Transformation

BRG professionals collaborated with the company to improve the efficiency and effectiveness of its finance function. Primary areas of focus included improving the accuracy and timeliness of the company’s accounting close process, developing and implementing a short-term cash flow forecasting tool and reporting, and redesigning its procure-to-pay process to streamline manual activities and better manage vendors. In addition, the team assisted with the simplification of the company’s global legal entity structure that had grown as a result of recent acquisitions.



The company had recently experienced significant growth due to a private equity sponsored roll-up of smaller companies. To better understand how corporate functions were meeting the needs of the growing business, and to prepare for future growth, BRG professionals implemented a zero-based budget to align functional value drivers to SG&A spend for the finance and IT organizations. The team evaluated functional performance to understand how the operating model delivered corporate services, and linked work to the cost elements of the organization. The team developed a budget that justified spend against the desired performance, including identifying the desired organization structure, role and responsibility alignment, and justification for discretionary spend. The result was a tactical roadmap to achieve modest adjustments and improved effectiveness and efficiency for both functions. In one case, the team identified 7% EBITDA impact; in the other, the team validated the original budget but reformulated the spend portfolio to improve performance.


$1B Manufacturer

Reporting was ineffective and reactionary despite the significant amount of time spent by finance. Past mistakes decreased confidence in reporting outputs.

A strong partnership was established between finance and operations, and the BRG team created reporting that was reliable and provided the right information at the right time, with drill-down capability. This enabled proactive insights, highlighted key performance drivers, increased transparency, identified risks, and established data traceability.


$1B Real Estate Investment Trust

Rapid growth left the company with talent gaps, as well as processes and systems unable to support an expanding business. 

The BRG team established a TO and managed more than 100 initiatives via a cloud-based tool while collaborating with more than forty initiative owners from across the business. BRG professionals filled key resource gaps by serving as interim CFO, head
of internal audit, and other support functions.


Liquidity Management

BRG professionals created models to stress-test sales and liquidity projections and to determine the impact on borrowing need. The team also developed a set of strategic alternatives based on the company’s liquidity projections and presented these strategic alternatives to the Board of Directors and the lending group. In addition, working capital was actively managed by prioritizing daily payments based on short-term liquidity projections, importance of critical vendors, and accounts payable aging. BRG developed a weekly dashboard containing key technical metrics that measured and communicated the performance of a relaunched retail website against critical target levels.



A highly acquisitive company sought to redefine the role of FP&A to drive project and resource synergies for business development, recruiting, and account management teams across its divisions. The BRG team led the integration of FP&A and revenue management teams to drive improved forecasting across multiple technologies.