Michael Ovalles

Michael Ovalles is a member of the Office of the CFO Solutions practice and leads the firm’s finance transformation and working capital catalyst solutions. With more than 25 years of experience, Mr. Ovalles partners with CFOs and executive teams across industries to transform finance and back-office operations from cost centers into strategic drivers of performance and growth.

Mr. Ovalles designs and implements high-impact transformation programs that deliver tangible results: lower cost of delivery, improved service quality, faster decision-making and enhanced experiences for both internal teams and external customers. His approach combines operating model redesign, shared services and outsourcing strategies, organizational streamlining, intelligent automation and AI strategy and deployment, post-merger integration and rigorous cost optimization.

Clients particularly value Mr. Ovalles’ ability to translate complex challenges into clear, executable roadmaps while bringing the vision, leadership, change management and project discipline needed to ensure lasting adoption. He complements deep technical expertise with a global perspective, sharp problem-solving and infectious energy that mobilizes teams and drives momentum.

Prior to joining FTI Consulting, Mr. Ovalles spent more than 13 years as a director in PwC’s Finance Effectiveness practice, where he led large-scale finance transformations for major clients. Earlier in his career, he served as a financial planning and analysis business partner at INTESA — a high-tech joint venture between Venezuela’s PDVSA and SAIC — and began his professional career as an auditor with PwC.

Relevant Experience:

• Accelerated the end-to-end lead-to-cash process for a $4 billion advanced manufacturing company, driving a 13-day days sales outstanding (“DSO”) reduction and $130 million in WC improvement while increasing collections efficiency from 80% to 95%
• Led the full-cycle global business services (“GBS”) strategy for a global financial and retail self-service leader, insourcing more than 300 roles, establishing a captive shared services center (“SSC”) in Poland and delivering more than $16 million in annual savings
• Optimized the selling, general and administrative (“SG&A”) platform (approximately 1,000 people) of a $5 billion global retailer, reducing SG&A spend by approximately 17% and generating $22 million in savings
• Led a full-cycle GBS program for a technology/logistics company, impacting more than 200 roles, resetting the relationship with an underperforming business process outsourcing (“BPO”) provider and achieving approximately 30% savings in cost of delivery
• Reduced DSO from 74 to 65 days and from 113 to 75 days in the two largest segments of a global professional services firm, releasing more than $20 million in WC; shifted collections to a “push” model and rolled out a revenue erosion policy