Philip Brackin

Successful track record of creating value (especially in private equity and privately owned businesses), improving performance across sectors and functional areas, including: Growth initiatives (Product development, Post-Merger Integration, Salesforce efficiency, M&A targeting, DD); Strategic reviews (Rapid diagnostics, Preparing companies to maximise exit value, Sale processes); Cost reduction (Process streamlining, Segmented profitability, Headcount reduction, Asset base); Cross-functional perspective, overcoming silos in mid-sized and growing organisations

Post-Merger Integration at Zenergi: Energy & Environmental Consultancy (2022-01 – 2023-02)

• Completed successful acquisition of competitor; led integration
• Extended role to integrate three other acquisitions into efficient platform for growth (including: management succession, branding, role alignment/ consolidation, systems consolidation, cross-selling)
• Created PMI 'Playbook' of structured guidance for future processes

Transformation Director (Western Europe) at Airport Services (Swissport) (2020-01 – 2021-05)

Partnered with new CEO to achieve successful turnaround (50% EBIT increase vs pre-pandemic, despite loss of 15% revenue). Designed and led Transformation programme (30 initiatives).

• Processes (flexible staffing; reduce billing leakage, KPIs, etc)
• Costs (rapid savings across 25 sites including property; headcount reduction; procurement, asset base efficiency; closing locations, etc)
• Growth (commercial; strategic capacity expansion; acquisition, etc)
• Tracked programme KPI's and created structured reporting pack

Post-Merger Integration; Interim Executive at Bionic: SME price comparison company/ Energy Broker (2019-01 – 2020-08)

• Integrated two acquisitions: Consolidated back-office saving £1m; Optimised technology roadmap (initiated urgent development); Implemented reporting dashboards
• Planned and quantified salesforce efficiency improvements
• Extended role to evaluate further acquisition opportunity

Consultant; Rehired as Head of Solutions Management at Tunstall (Telecare & Telehealth provider) (2012-01 – 2013-09)

Created systematic, scalable global growth platform, preparing for exit

• Identified growth opportunities by globalising products
• Created systematic product/solution pipelines, agreed globally
• Optimised project portfolio across multiple acquired R&D centres, aligning around global priorities and achieving rapid €2m cost saving

Growth Strategy & Finance. (Later rehired as advisor by new owner) at Affidea (Diagnostic Imaging Clinics) (2010-01 – 2012-09)

European Growth Strategy & Finance

• Modelled strategic growth options and financial/ value creation implications of acquisitions, creating strategy documents for board
• Supported successful $250m refinancing
• Prepared company for exit; managed DD in successful sale processes

Head of Product Management at Avery WeighTronix (Weighing systems) (2005-01 – 2006-05)

Transformation following merger and financial restructuring

• Created systematic new product pipeline, accelerating growth and focusing on most profitable opportunities (16% annual growth)
• Designed and implemented efficient standard Product Management, Sales & Marketing processes for merged (US/UK) team

Turnaround project for shareholder TPG at Gemalto (TPG) (2002-01 – 2002-11)

Turnaround (5x increase in value over one year)

• Achieved production cost savings
• Reported on ongoing performance for shareholder 2003-5

Business Development Director at Landis & Gyr Comms (TPG) (1999-01 – 2000-07)

Turnaround/ Transformation (EBITDA% doubled to 12%)

• PMO for cost reduction programme
• Exit planning: Launched growth business units, attracting acquirers

Independent Consulting and Interim Management at Independent Consulting (2009-01 – Present)

• Developed and initiated value-creation programme for privately-owned wealth adviser. Completed discovery phase, extended role to manage priority workstreams: Sales process, customer management, marketing spend, overheads
• Identified and quantified opportunities to enhance process efficiency, automate and streamline data processing (including use of AI) for advisory-led fintech firm
• Developed growth strategy for privately-owned hospitality business, aligning exec and board
• Health Clinic network: Quantified and prioritised growth options for PE portfolio company through competitive, regulatory and demographic market mapping, supporting successful sale
• Identified and implemented strategic investment opportunity in Consumer Goods: Prioritised markets and screened companies; completed successful due diligence on target
• Led team advising family office on keep vs sell decision for medical imaging company
• Synthesised disruptive healthcare trends to develop Medical Services strategy options
• Optimised IT transformation plan, prioritising business benefits ahead of IT-led approach
• Cancer Research UK: Interim Head of Research Strategy & Evaluation: managed team of 9, including clinical trial prioritisation, infrastructure investment, measuring impact of research
• PMO for PE portfolio company's integration of acquired business, completed ahead of plan. Deep dive in IT and HR where management challenges threatened outcome and timeline
• Completed strategic due diligence for private equity buyers

Principal at Oliver Wyman/ Mercer Management Consulting (1987-01 – 1998-12)

Strategy Consulting Firm. Working as generalist consultant across industry sectors, functions and countries. Clients include Lloyd's, Shell, UPM-Kymmene, Philips, GlaxoSmithKline. Projects based in UK, Finland, Indonesia, Spain, Norway, Sweden, Germany and Italy

Portfolio Director/ Operating Partner at Ibis Asset Management (2006-01 – 2009-12)

Private Equity division / Family Office. Portfolio of 18 companies in wine & spirits production, distribution, retail ($800m sales)

• Represented shareholder on boards of main companies; changed boards to improve control
• Implemented strategy, financial and KPI reporting across portfolio, increasing consistency and transparency, supporting brand premiumisation strategy
• Identified value-creation opportunities; hands-on management where valuable
• Advised on acquisition/ disposal opportunities, closing subsidiary (saving $2m loss)

Consultant at TPG Capital (2001-01 – 2004-12)

Supported Operations team as consultant, working with portfolio companies

• Completed due diligence projects (especially in retail) and pre-deal value creation plans, managing consultant teams

MBA – INSEAD (1992-01 – 1993-12)

MA in Natural Sciences (Physics & Theoretical Physics) – Cambridge University (1984-01 – 1987-12)

– Queen Elizabeth's Hospital, Bristol (1976-01 – 1983-12)