Peter DeCaro

Peter DeCaro is a Managing Director in FTI Consulting’s Office of the CFO Solutions (“OCFO”) practice. Mr. DeCaro is an expert in finance optimization, liquidity, working capital and finance leadership with more than 20 years of experience advising companies on finance transformation initiatives, treasury transformation, operational improvements, financial planning and analysis (“FP&A”), merger integration and process improvements. Additionally, he serves as the practice’s Chief Talent Officer, overseeing all matters related to talent and maximizing the team’s ability to serve clients to the highest standard.

Mr. DeCaro has led a variety of finance improvement projects, including the development and assessment of finance functions, working capital, business plans, complex financial models, cost optimization plans and FP&A processes. He is also experienced in financing transactions, financial restructurings, operational analyses, finance assessments and process improvement initiatives.

Mr. DeCaro’s clients have included public and private companies in a number of industries, including airlines, government contracting, manufacturing, real estate, retail and travel and leisure. He has also acted as a finance leader on several engagements for small and large companies. In addition, Mr. Caro has developed cash flow forecasting models, both short- and long-term, and redesigned the cash reporting processes for companies ranging from $100 million to more than $15 billion.

A representative list of Mr. DeCaro’s clients includes Aloha Airlines; Centro Properties Group; CIT Group; Dana; Herc Equipment Rentals; Kmart; LandSource Communities Development; Northwest Airlines; US Airways; a manufacturing company with more than $15 billion in assets; a large U.S.-based car rental company; a large U.S. government contractor; a multibillion dollar travel and leisure company; and several other companies.

Relevant Experience:

• Led a team to stand-up the treasury function of a multibillion dollar equipment rental company; designed the organizational structure of the treasury department; developed a borrowing base, asset-based lending (“ABL”) models and rating agency models; analyzed working capital trends and provided recommendations for improvement
• Led a team to implement the integration of the finance and accounting functions for a $2 billion travel and leisure company into a $10 billion company; integrated the cash management systems and working capital forecasts and processes and streamlined reporting
• Led the development and implementation of a cost optimization plan for a healthcare industry company prior to its acquisition and IPO
• Led the finance function for a failing nonprofit organization; reorganized the treasury function and avoided a default event