Daniel Simonetti

Daniel Simonetti is a member of the Human Capital practice and specializes in providing HR due diligence, HR IPO readiness, HR performance improvement and HR integration services for private and public clients. Mr. Simonetti has extensive industry expertise across the financial services, telecom, media and technology (“TMT”), healthcare and retail sectors. He has close to 15 years of experience in HR consulting, including interim management roles and advising on various HR operational and financial improvements.

Mr. Simonetti has a strong background in strategic HR consulting projects focused on improving the current state of the HR function. His engagements often focus on HR cost reduction, organizational design within the HR function and enterprise-wide, employee benefits, HR service delivery models, outsourcing, HR processes, HR technology and workforce capacity assessments.

Prior to joining FTI Consulting’s Human Capital practice, Mr. Simonetti was the Private Equity Portfolio Solutions Leader at Willis Towers Watson, focused on portfolio-wide benefits strategies for private equity clients. Before that, he worked in HR M&A consulting at Alvarez & Marsal and Deloitte Consulting.

Relevant Experience:

• Led the carve-out of two multinational business units into a multinational public company in the software industry; managed the transition strategy for 1,200 full-time equivalents (“FTEs”) across 35 jurisdictions and over 75 legal entities, more than 10 payroll systems, global HRIS and benefits; and developed the global HR target operating model with labor and system synergies
• Carved out a real estate investment bank from a global Fortune 100 company, transferring 350 employees to the standalone business and setting up standalone HR infrastructure (HR function, payroll/HRIS, benefits, policies, etc.) in six countries within a four-month sign-to-close period
• Conducted a cost reduction analysis of the HR function, compensation and benefits programs of a $3.5 billion healthcare company; the total cost savings achieved for the HR workstream was $16 million out of a $60 million enterprise-wide savings target
• Conducted a performance improvement assessment for a $12 billion global healthcare technology company; improvement recommendations included offshoring low-value HR transactional activities, designing several enterprise-wide HR Centers of Excellence (“COEs”) to improve thought leadership while capturing synergies related to people, process and technology, and outsourcing certain recruiting activities to handle high growth