Nicky Harris

Strategic and operationally sophisticated Chief Financial Officer with a demonstrated record of partnering with private equity sponsors, CEOs, Boards of Directors, and lenders to scale complex manufacturing and services enterprises through transformational growth, operational discipline, acquisition integration, and enterprise modernization. Proven success leading PE-backed organizations ranging from $100M to $350M+ in revenue across aerospace, industrial manufacturing, engineered products, medical technology, environmental services, automotive, and industrial solutions sectors. Recognized for architecting scalable financial and operational infrastructure that supports accelerated growth, EBITDA expansion, liquidity optimization, acquisition execution, and investor-grade reporting environments.

Deep expertise aligning finance strategy with enterprise value creation initiatives, governance requirements, and long-term exit objectives in highly dynamic sponsor-backed environments. Brings broad executive leadership experience spanning FP&A, accounting, treasury, capital planning, IT oversight, operational finance, enterprise risk management, banking relations, tax, compliance, internal controls, strategic planning, due diligence, and post-merger integration across global multi-site operations. Trusted advisor to executive leadership teams and investment stakeholders in high-growth, acquisition-driven, and operationally complex environments.

CFO at Valco Melton (2025-06 – Present)

• Serving as finance executive leader for a comprehensive sell-side transaction process, directing development of the Confidential Information Memorandum, Quality of Earnings support, investor presentation materials, data room governance, and integrated five-year revenue, EBITDA, and capital investment models supporting anticipated exit execution.
• Partnering with ownership, executive leadership, investment bankers, and external advisors to strengthen enterprise positioning, financial transparency, and transaction readiness in advance of a potential strategic sale process.
• Enhanced global financial reporting efficiency and governance through automation of consolidation procedures and intercompany reconciliation processes across a complex multinational operating structure.
• Directed timely completion of annual audit activities, quarterly lender reporting, Annual Operating Plan development, and global tax and compliance obligations while reinforcing financial controls and reporting discipline.

Interim CFO at Gener8 (2024-03 – 2025-06)

• Stabilized enterprise liquidity and strengthened cash governance through implementation of rolling cash flow forecasting, vendor restructuring initiatives, and enhanced working capital management strategies during a constrained operating environment.
• Developed integrated 18-month revenue and EBITDA forecasting models utilized in lender negotiations, covenant management discussions, and enterprise strategic planning initiatives.
• Reengineered monthly close, management reporting, and customer profitability analytics processes through automation and standardized financial reporting methodologies, improving decision support capabilities for executive leadership.
• Directed enterprise balance sheet remediation initiatives across inventory valuation, standard costing, accounts payable, and revenue recognition processes to improve financial integrity and operational accountability.

CFO at Micross (2023-08 – 2024-01)

• Implemented enterprise-wide rolling forecast and performance analytics framework that improved visibility into revenue trends, EBITDA performance, operational risks, and Annual Operating Plan variances across a highly acquisitive growth platform.
• Provided executive oversight for Finance and Information Technology organizations supporting geographically dispersed manufacturing and distribution operations within a complex regulated operating environment.
• Directed interim audit coordination and purchase accounting execution associated with a $100M acquisition, ensuring timely financial integration and reporting alignment.
• Supported strategic growth initiatives through financial infrastructure enhancement, operational reporting improvements, and enterprise integration support during a period of accelerated expansion.

CFO at Alpha Source Group (2022-02 – 2023-08)

Transitioned from Interim CFO to permanent CFO in recognition of leadership impact, operational execution, and ability to stabilize and professionalize the finance organization during a high-growth period.

• Architected a Power BI-enabled reporting and contract analytics environment that enhanced recurring revenue visibility, forecasting accuracy, KPI reporting, and executive decision support capabilities.
• Led finance workstreams supporting the company sale process, including CIM preparation, Quality of Earnings coordination, segment profitability analysis, data room governance, and investor-facing financial support materials.
• Implemented enterprise liquidity forecasting and treasury management disciplines that improved cash visibility, operational planning, and financial stability during a liquidity-constrained period.

Interim CFO at Valicor Environmental Services (2021-05 – 2022-01)

• Directed enterprise financial planning and Annual Operating Plan development to improve forecasting discipline, accountability, and operational performance visibility across the organization.
• Collaborated with a strategic customer to secure approximately $3M in purchase orders that accelerated recovery of aged receivables and strengthened near-term liquidity performance.
• Implemented enterprise cash forecasting and liquidity management frameworks that stabilized operations and improved treasury visibility during a period of financial stress.
• Designed commodity risk mitigation strategies, including oil hedging initiatives, to reduce earnings volatility and strengthen enterprise risk management capabilities.

CFO at Revolution Sustainable Solutions (2020-01 – 2021-04)

• Played a leadership role in two strategic acquisitions, supporting financial due diligence, Quality of Earnings analysis, transaction execution, legal coordination, and post-acquisition integration planning.
• Designed and implemented a disciplined enterprise planning framework incorporating consolidated financial reporting, EBITDA bridge analysis, KPI standardization, and bottoms-up operating plan development.
• Established a formal FP&A function and enterprise performance review cadence that improved accountability, forecasting rigor, SG&A governance, and operational visibility across business units.
• Identified and resolved a critical ERP manufacturing configuration issue negatively impacting order fulfillment, production efficiency, and customer responsiveness across a key operating facility.

CFO at EDAC Technologies (2016-09 – 2020-01)

• Led financial leadership activities supporting the successful $298M sale of the company to Hanwha Aerospace, including transaction readiness, CIM development, Quality of Earnings coordination, investor presentations, data room governance, and long-range financial modeling.
• Modernized Finance, HR, and IT infrastructure through automation, process redesign, and organizational scaling initiatives that supported revenue growth from $102M to $170M and EBITDA expansion from $2M to $22M.
• Secured approximately $48M in grants, forgivable loans, and strategic financing commitments from the State of Connecticut to fund capital investments supporting long-term production capacity expansion and growth initiatives.
• Directed acquisition due diligence, transaction execution, and integration activities associated with a precision aerospace manufacturing acquisition, strengthening operational scale and production capabilities.

CFO at STant (2009-04 – 2015-08)

• Served as strategic advisor to the CEO and Board in evaluating acquisitions, joint ventures, and manufacturing footprint optimization initiatives that repositioned the company from a component supplier to an integrated vapor management systems platform.
• Built a stand-alone finance organization and enterprise reporting infrastructure that enabled scalable growth from $100M to $325M in revenue while significantly expanding EBITDA and strengthening operational governance.
• Generated more than $60M in operating cash flow through disciplined working capital management, pricing initiatives, operational cost reduction programs, and capital efficiency improvements.
• Supported refinancing and strategic capital initiatives through development of CIM materials, lender presentations, management reporting frameworks, and investor-oriented financial communications.

MBA in Operations Management – University of Toledo

BBA in Accounting – University of Toledo