Matt Pearson

Matt Pearson has more than 25 years’ industry and management consulting experience leading distinctive operations improvement initiatives across multiple industries and geographies.

Matt is a pragmatic, collaborative and action-oriented leader with a proven ability to harness artificial intelligence (‘AI’) and advanced analytics to drive growth and innovation. He has deep expertise leading sustainable business performance improvements and transformations through change leadership, lean principles and technologies, such as Artificial Intelligence.

Prior to joining FTI Consulting, Matt served as the Senior Strategy Director at Abbott Established Pharmaceuticals Division, where he led global strategic improvement initiatives to ensure sustainable business growth and profitability. Preceding this role, he worked as an Associate Partner in operations transformation and turnaround at McKinsey & Company.

Relevant Experience:

• Led a global transformation programme; delivered more than $600 million margin gains over five years
• Led the creation and implementation of an Advanced Analytics (‘AA’) AI Centre of Excellence to build AA/AI capabilities across a client’s business; generated more than $70 million in margin improvement across operations, commercial, marketing and support functions; built a project pipeline of hundreds of millions of revenue and margin growth over three years
• Led a performance transformation programme across multiple sites at a global chemicals company to deliver sustainable changes in ways of working and culture; increased productivity by 40%, leading to an overall savings impact of 20%
• Reduced cycle time by 40% and performance losses by 40%-70%; increased asset productivity by 10% points, releasing significant margin contribution at a chemicals manufacturer
• Increased frontline productivity by 15% across manufacturing support functions at an automotive original equipment manufacturer (‘OEM’); provided significant cost reduction
• Delivered bottom-line impact of 15% at a chemicals company by designing and implementing a global transformation programme with strong emphasis on mindset, organisation health and site leadership capabilities
• Increased manufacturing capacity at a pharmaceutical company by reducing process cycle time by 40% and increasing process reliability by 15% points
• Led multiple operational diagnostic assessments across industry sectors to identify capacity increases of 5%-20%; cost reduction of 10%-25%; and infrastructure and culture changes necessary to enable sustained improvement
• Reduced warranty costs by 25% at an automotive OEM; transformed quality through field defect elimination and improvements to new product introduction