Since his appointment to COO in 2004, Mr. DiNapoli has focused on the aggressive growth of the company. Revenues have increased from $238 million in 2003 to over $900 million in 2007. During the same period, FTI added two business units, doubled its headcount and expanded its geographic footprint from three to 21 countries. Acquisition has been a key part of FTI’s growth strategy. Mr. DiNapoli has been an integral part of the execution and subsequent integration of over 10 companies during his tenure.
In addition to Mr. DiNapoli’s operational role, he oversees the strategic direction and marketing of FTI and is the driving force behind key initiatives designed to promote integration and cross-selling across business segments. He developed the Industry Solutions program which organizes FTI professionals around important industries, offering clients a multidisciplinary approach to addressing a wide array of sector-specific challenges. Mr. DiNapoli also chairs the Global Expansion Committee, a cross-segment, multinational group of FTI professionals responsible for setting priorities for extending the FTI services portfolio into non-US markets and developing the operational infrastructure to better serve clients on a global scale.
Prior to his appointment to COO, Mr. DiNapoli was senior managing director and co-leader of the FTI Restructuring segment and was appointed to work closely with executive management to evaluate and implement FTI acquisitions. During that time he led the acquisition of the KPMG dispute advisory services practice. Today that business segment is home to nearly 400 professionals and contributes more than $200 million in revenue.
Previously, Mr. DiNapoli was the managing partner of PricewaterhouseCoopers LLP's US business recovery services (BRS) practice. As managing partner, he initiated the discussion that led to the acquisition of the BRS practice by FTI. With over 400 professionals in the US, the BRS practice was the largest of its kind. Between 2000 and 2002, revenue increased by approximately 25% and operating income increased by approximately 66%. In addition to being partner-in-charge of the practice, he participated in a wide array of complex bankruptcy and insolvency related assignments.
Mr. DiNapoli was responsible for building Coopers & Lybrand’s bankruptcy practice into a leading, national practice—second only to Price Waterhouse in size, stature and revenue. Through commitment to client service, C&L rapidly matched more established restructuring service providers. Before being recruited by Coopers & Lybrand to build its restructuring practice, Mr. DiNapoli was co-managing partner of Price Waterhouse’s business recovery services practice. This practice grew from $1.5 million and eight employees in 1988 to the largest restructuring practice among the Big 8 in 1991, all through organic growth.
Mr. DiNapoli is the co-editor and author of Workouts and Turnarounds: The Handbook of Restructuring and Investing in Distressed Companies and Workouts and Turnarounds II: Global Restructuring Strategies for the Next Century, and The Practical Guide to Corporate Restructuring: A Credit Manager's Handbook.