Thomas Grigg

Thomas Grigg is a member of the Office of the CFO Solutions practice and has more than 15 years of global experience in financial, performance, transactions and turnaround initiatives across a variety of industries. He is an expert in interim management, value creation and strategic initiatives, accounting and reporting, corporate restructuring, financial forecasting and project management.

Mr. Grigg specializes in assisting public and private companies with interim management, finance function stand-up, strategic business reorganization, systems implementation, the development, assessment and improvement of business planning and reporting, working capital financial modeling and analysis, and finance transformation.

Most recently, Mr. Grigg led the post-transaction stand-up of the finance function and execution of a value creation plan for a global engineering business. In this role, he led the development of the long-range plan, liquidity management, reporting, forecasting, accounting and the operating model.

Mr. Grigg has also recently led various finance transformation initiatives at private equity-sponsored West Coast technology businesses. In these roles, he developed capital allocation strategies and managed the integration of new software systems, supply chain processes and operational efficiencies. He has built tech-enabled financial models used across a variety of applications, including Monte Carlo scenario analysis, driver-based rolling forecasts, an integrated three-way long-range plan, liquidity forecasting, and management and stakeholder reporting.

Prior to joining FTI Consulting, Mr. Grigg assisted clients in Australia in multiple roles. His work included drafting strategic business plan reviews, asset realizations, company valuations, cash flow forecasting and other financial analysis.

Relevant Experience:

• $1 billion PE-backed engineering services: strategic CFO support standing up the finance function and executing a post-transaction value creation plan for a global engineering and wastewater services business; focus on developing strategic plan, liquidity management, operations and systems
• $3 billion public manufacturer: interim VP of Finance leading the finance function transformation, including developing automated reporting, optimizing the global chart of accounts, integrated driver-based forecasts and implementing an enterprise performance management (“EPM”) system
• $1 billion public biotech: led strategic turnaround and build-out of core finance function capabilities across master data, business planning and reporting; drove a reduction in annual cash burn by $600 million and effectuated the sale to a Fortune 500 purchaser
• $1 billion PE-backed home builder: led the public company-readiness stand-up initiatives, including developing and executing the roadmap through the private-to-public transition for a public company-grade finance function
• $1 billion private tech: interim financial planning and analysis (“FP&A”) focused on building tech-enabled financial models used in a variety of applications, including driver-based rolling forecasts, an integrated three-way long-range plan, liquidity forecasting, and management and stakeholder reporting