Role Summary
Leads operating model and organizational design engagements — org structure, spans/layers of control, decision rights, shared services, outsource / offshore, and cost-to-serve — for PE sponsors and portfolio companies. This role is the connective tissue between pricing and supply chain workstreams, ensuring the organization is structured to capture and sustain margin gains identified elsewhere in the engagement. Key Responsibilities: Lead operating model diagnostics: organizational design, span-of-control analysis, decision rights (RACI/RAPID) mapping. Work with management teams to identify centralization of shared services, relocate shared service centers, evaluate outsourcing/offshoring ROI and build an execution plan to build the future state. Design and implement SG&A optimization and shared services/COE structures. Build cost-to-serve models linking organizational structure to profitability by customer/channel/product line. Support carve-out and integration operating model design for PE add-on and platform transactions. Build CFGI's operating model methodology and delivery collateral (frameworks, benchmarks, case studies). Partner with portfolio company CEOs/CHROs on change management and org design rollout. Support 100-day value creation planning with an operating model lens for new platform investments. Represent operating model expertise in sponsor-facing BD conversations. Required Experience: 10-15+ years in strategy consulting, with MBB or Strategy& pedigree and a specialization in operating model/org design. Demonstrated experience leading organizational restructuring tied to measurable SG&A or margin outcomes. Experience with PE-backed companies preferred, particularly around carve-outs, platform buildouts, or post-merger integration. Strong quantitative modeling skills (cost-to-serve, span-of-control benchmarking). Executive presence sufficient to lead sensitive organizational design conversations with C-suite and boards. What Good Looks Like: Has redesigned an operating model that delivered quantifiable SG&A reduction (typically 10-15%+) without degrading service levels. Comfortable being the 'glue' role — translating pricing and supply chain recommendations into an organization that can execute them. Can lead a sensitive reorg conversation with a portfolio company CEO without losing sponsor confidence.
