Yi Sun

Yi Sun is a trusted advisor and business leader with more than 20 years of consulting and industry experience in the telecom, media and technology (“TMT”), financial services, infrastructure and industrials sectors.

Mr. Sun drives lasting results by enhancing capabilities and fostering agility to navigate disruptions and facilitate change alongside client executives and teams. With extensive experience working with both corporations and private equity (“PE”) portfolio companies, he has successfully led complex, large-scale value realization programs.

Mr. Sun brings a hands-on, data-driven approach and possesses deep expertise in delivering operational and financial performance improvements. His experience includes transformative integration in complex M&A transactions, large-scale enterprise transformations and the operationalization of growth and cost transformation that enhance earnings before interest and taxes (“EBIT”).

Prior to joining FTI Consulting, Mr. Sun worked at AlixPartners in the TMT, Enterprise Improvement and M&A practices. Before joining consulting, Mr. Sun spent more than a decade working in the industrial and public sectors.

Relevant Experience:

• Led and advised multiple engagements for corporate and PE clients, focusing on value creation across all EBIT levers throughout the full M&A lifecycle, with client sizes ranging from $200 million to $60 billion in annual revenue
• Advised on post-merger integration (“PMI”) execution for $5 billion global communication technology company; focused on synergy realization, finance transformation and target operating model design for corporate functions
• Led pre-close planning and PMI for a PE-owned security technology company; managed the complex carve-out and integration transaction on a business unit from a publicly traded seller, creating a new company with a global footprint in the Americas, Europe and Asia
• Led an end-to-end research and development (“R&D”) organization transformation assessment for a $3 billion security equipment and technology company; focused on staffing model and footprint optimization, testing automation and equipment utilization and development process effectiveness and efficiency improvement; identified more than $100 million R&D spend reduction opportunities
• Led the separation management office (“SMO”) and integration management office (“IMO”) for a health insurance technology company; created a new service delivery model for millions of clients
• Led the project management office (“PMO”) for a performance value creation program for a $2 billion global industrial and technology company; covered commercial, operational, procurement and corporate functions with a more than $100 million EBIT improvement impact
• Led development and construction agency transformation for a major U.S. east coast metropolitan public transformation agency with an annual capital expenditure of $10 billion; redesigned the organization and service delivery model across all asset categories; successfully adopted by the client
• Led the corporate function target operating model design and implementation program for a $2 billion global chemical company; achieved financial targets and enabled global growth strategy by leveraging a center of excellence (“CoE”), shared services and best shore options