Driving $250 Million+ in EBITDA Lift for a Global ATM Leader
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September 04, 2026
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A global financial services manufacturing, software and services company with more than $3 billion in revenue faced financial distress and operational challenges across service, revenue conversion and operations. The company engaged FTI Consulting for an enterprise-wide, multiyear global transformation spanning its operating model, go-to-market strategy, service, supply chain and selling, general and administrative (“SG&A”) functions.
Our Impact:
- Over 24 months, the client generated more than $250 million in EBITDA lift and more than $200 million in working capital gains through coordinated improvements across cost structure, commercial performance, supply chain operations and cash management.
- More than $100 million of sustained EBITDA lift was achieved through SG&A headcount cost reductions of 8% and indirect spend reductions of 6%.
- Reducing annual supply chain costs by approximately 8% across procurement, manufacturing and logistics improved on-time unit availability and quality while unlocking $70 million in working capital through payment terms extensions, incoterms harmonization and inventory reductions.
- Commercial and cash performance improved through reduced churn, limited data drops and enhanced collections processes, identifying opportunities to increase annual revenues by 2% across the existing product, service and recurring revenue base while reducing days sales outstanding by 13 days, delivering $130 million in incremental cash and improving monthly collections efficiency by 15%.
Our Role:
- FTI Consulting’s restructuring and transformation experts addressed immediate challenges to position the company for long-term growth, spanning go-to-market effectiveness, service operational excellence, supply chain transformation, finance transformation and cash conversion cycle optimization.
- The team optimized cost structure through SG&A improvements, real estate consolidation, R&D optimization and indirect spend savings and built go-forward operating models for banking, R&D, product supply chain and service functions.
- Our experts enhanced visibility of order backlog and tactical execution to accelerate revenue recognition, built analyses and predictive models for churn mitigation and stabilization, and ran pricing and contracting improvement programs.
- The team ran a multiyear supply chain transformation across product portfolio, planning, procurement, manufacturing and logistics, designed go-forward operating models for finance and shared services, and stood up a "cash sprint" that transitioned into an ongoing cash governance model for sustained cash cycle management.
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Published
September 04, 2026
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