Molly McNary

Molly McNary is a member of FTI Consulting’s Business Transformation, Office of the CFO Solutions practice, specializing in finance strategy and transformation. Ms. McNary has 15 years of experience partnering with clients to establish and optimize finance operating models.

Ms. McNary has substantial experience across finance strategy and transformation, leading programs from assessment to implementation that deliver process improvement (plan-to-perform, order-to-cash, procure-to-pay, record-to-report, etc.), service delivery refinement (organization design, outsourcing, shared services, etc.) and finance technology optimization.

Recently, Ms. McNary led a comprehensive finance transformation program for a $1.2 billion publicly traded global manufacturer, centralizing roles to an expanded Global Business Service (“GBS”) center and reducing resource requirements through simplification and automation. With the ability to deep-dive into core finance capabilities, she also improves performance management through development of data structures to support budgeting, forecasting and reporting. In other recent notable engagements, she drove changes for a local Boston cultural institution and a private equity (“PE”)-backed, $250 million industrial company.

In addition, Ms. McNary prepares finance functions to effectively support enterprises through transactions and to enable successful Day-One operations. She recently designed a finance and back-office operating model for an entity carve-out and stand-up to expand global operations for a $1.8 billion public leasing and lending company.

Prior to joining FTI Consulting, Ms. McNary held key corporate finance positions at Rolls-Royce in their Finance Leadership Development Program. Over a three-year period, she gained experience in corporate finance, internal audit and operations.

Relevant Experience:

• Led a comprehensive finance transformation program for a $1.2 billion public global manufacturer to design and implement an operating model enabling resource centralization and reduction through process simplification and automation
• Designed a finance and back-office operating model for an entity carve-out and international transfer to expand global operations for a $1.8 billion public leasing and lending company
• Improved accounting and accounts payable (“AP”) processes, redesigned the chart of accounts and implemented Blackline for a $1 billion PE-backed consumer goods company
• Optimized controllership activities for a $6 billion PE-backed consumer goods company; included record-to-report and procure-to-pay improvement, chart of account redesign and Blackline implementation
• Improved planning and reporting capabilities for a family-owned $250 million industrial company, including the development of an integrated three-statement model and core board reporting
• Uplifted the chart of accounts, and stood-up improved reporting and budgeting for a $100 million Boston cultural institution
• Developed a roadmap for a $200 million international broker dealer to improve efficiency of reporting and financial operations
• Optimized the order-to-cash process for a $200 million AI-powered insights platform focused on scalability and revenue recognition to support the company as it prepares to go public
• Managed working capital and drove improvements for a $2 billion restaurant supply company through COVID-19; enabled a $40 million paydown of the company’s asset-backed loan
• Led a public company readiness assessment and subsequent finance transformation for a $100 million geolocation advertising platform