Michael Ricafort

Michael Ricafort is a leader in FTI Consulting’s Business Transformation, Office of the CFO Solutions practice. For more than two decades, Mr. Ricafort has assisted business leaders to operationalize improvement opportunities. He has focused on finance and accounting transformation, process improvement, organizational re-design, benchmarking, analysis and reporting, compliance and acquisition integrations. Additionally, Mr. Ricafort has extensive experience in multifunctional Global Business Services ("GBS") and shared services strategy and implementation across various functions.

Mr. Ricafort’s consulting experience spans several industries, including retail/wholesale/service, distribution and logistics, aerospace and defense, agriculture, automotive, construction, energy, food and beverages, financial services, healthcare, insurance, manufacturing, media and entertainment, SaaS and telecommunication.

Prior to joining FTI Consulting, Mr. Ricafort held various leadership positions in the consulting practices of The Hackett Group, KPMG and Slalom Consulting. He also has worked in industry roles at Stanley Black & Decker and State Farm Insurance, where he supervised and mentored employees; directed and administered operational processes within travel and entertainment (“T&E”), accounts payable (“A/P”), general ledger (“G/L”) and Internal Audit; supported acquisition integrations; implemented applications (e.g., Concur, Blackline); and generated financial reporting and analysis.

Relevant Experience:

• Project-directed the design and implementation of a future-state operating model for a global health sciences manufacturing company, focused on centralization, cost efficiencies and COO-led transformation; scope included IT, procurement, legal, commercial, HR and finance
• Project-directed the design and implementation of a future-state GBS operating model for a multinational media and entertainment company, covering accounting, accounts payable, accounts receivable and financial planning and analysis (“FP&A”); focused on the finance operating model
• Project-directed the identification of opportunities across a decentralized operating model for a national construction company, establishing structure and consistency in finance processes; focused on order-to-cash, including sales contracting, customer data, progress billings and collections
• Project-directed the redesign of financial close, reporting and governance processes for a global clothing retailer, focused on quarterly close and the financial reporting package, enabled by an updated close calendar and performance metrics
• Project-directed the implementation of financial close and reporting processes, an Oracle consolidation tool and a global chart of accounts (“CoA”) for a global agriculture company, focused on month-end close and financial reporting enabled by the Oracle platform