Peter DeCaro

Peter DeCaro is an expert in finance optimization, liquidity, working capital and finance leadership with more than 20 years of experience advising companies on finance transformation initiatives, treasury transformation, operational improvements, financial planning and analysis (“FP&A”), merger integration and process improvements. He also serves as the Office of the CFO Solutions practice’s Chief Talent Officer, overseeing talent matters and maximizing the team’s ability to serve clients at the highest standard.

Mr. DeCaro has led a range of finance improvement projects, including the development and assessment of finance functions, working capital management, business plans, complex financial models, cost optimization plans and FP&A processes. He also has experience in financing transactions, financial restructurings, operational analyses, finance assessments and process improvement initiatives.

Mr. DeCaro’s clients include public and private companies across multiple industries, including airlines, government contracting, manufacturing, real estate, retail and travel and leisure. He has served as a finance leader on engagements for both small and large companies. In addition, he has developed cash flow forecasting models, both short and long term, and redesigned cash reporting processes for companies ranging from $100 million to more than $15 billion.

Representative clients include a large U.S.-based car rental company; Herc Equipment Rentals; a manufacturing company with more than $15 billion in assets; a large U.S. government contractor; a multibillion-dollar travel and leisure company; several airline companies; and a range of other public and private companies.

Relevant Experience:

• Led a team to stand up the treasury function of a multibillion-dollar equipment rental company; designed the organizational structure of the treasury department; developed borrowing base, asset-based lending (“ABL”) models and rating agency models; analyzed working capital trends and provided recommendations for improvement
• Led the integration of finance and accounting functions for a $2 billion travel and leisure company into a $10 billion company; integrated cash management systems and working capital forecasting processes and streamlined reporting
• Led the development and implementation of a cost optimization plan for a healthcare company prior to acquisition and initial public offering (“IPO”)
• Led the finance function for a nonprofit organization; reorganized the treasury function and prevented a default event