Value Creation for Private Equity

Value creation through performance improvement.

I work with Private Equity (PE) deal teams and operators to accelerate EBITDA through operational improvement, inventory and cash management, and P&L visibility.

Diligence, 100-day planning, hold period execution, or exit readiness: I lead it, own it, and deliver.

Scott Stankiewicz
Kearney KKR Portfolio Operator 15+ PE Transactions Supported Kelley MBA Engineer & Factory Manager
Track Record
$650M+ Total enterprise value created
Gross Margin Up to 19 pts Through network redesign, sourcing, and vendor negotiation
Operating Expense $12M–$32M Cost savings identified and captured per program through footprint, freight, and productivity
Capacity 80%+ Manufacturing output increase within the same cost structure
Working Capital 30% Inventory reduction through SIOP, stocking policy, and E&O disposition
Experience

Where the playbook was built.

Today Strategic Ops Partners Co-founder · 2021
Blue-Chip Best Practices
Kearney
BAE Systems
Delphi
Firestone
H.B. Fuller
Tempur Sealy
Private Equity Playbook
KKR
Egeria
Blue Point Capital Partners
Wynnchurch
ACP
Advent International
MacAndrews & Forbes
Value Creation
Channel Control Merchants
Fort Dearborn Company
Stellant
Fairbanks Morse
DuraVent
Pinnacle
VRC
Karl Dungs
Sponsor Trust

Sponsors bring me back.

Repeat Re-ups, follow-on scopes, and sponsors across portfolios and diligence
For PE Sponsors Operating Partner Portfolio-level support: diligence, value creation plans, and interim leadership where the plan needs an owner.
For Management Teams Execution Support Embedded alongside the team that wants outside help to deliver the plan and bank the results.
For Management Teams Advisory Support Diagnosis, design, and coaching for teams that execute internally.
For Banks & Owners Exit Readiness Advisory to investment banks and business owners preparing a company for sale.
Capabilities

Productized modules.

Each module is scoped, measured, and deployable from diligence through exit.

Module 01 Value Creation Plans Diligence findings and synergies sized into an EBITDA bridge, with owners, timing, and targets.
Module 02 Value Creation Initiatives Launch and run the initiatives behind the plan until the run-rate is banked.
Module 03 Program Management Office One cadence, one tracker, and clear owners across every initiative. Board-ready reporting.
Module 04 Supplier Sourcing, vendor terms, consignment, and freight. Margin and liquidity from the supply base.
Module 05 Manufacturing Capacity, OEE, productivity, layout, and new facility launch. More output from the same cost base.
Module 06 Warehousing DC flow, labor standards, and fulfillment. Lower cost per unit shipped.
Module 07 Inventory ABC-XYZ segmentation, stocking policy, SIOP, and E&O disposition. Cash released, DIOH reduced.
Module 08 Network Design Footprint consolidation and capacity utilization. Lower total landed cost.
Module 09 Performance Management Operating model, KPI scorecards, and a daily-to-board cadence the team owns.
Module 10 Business Intelligence One data layer across plants and ERPs. P&L visibility that holds up in a sale process.
Any Module Interim Leadership Own the plant, the supply chain, or the COO seat until the role is filled or the transformation is complete.
Every module delivers
Health check survey Rapid assessment Defined root causes Defined solutions Performance metrics EBITDA & operating model performance
Results Commitment

Fees tied to returns.

Free health checksQualify the opportunity before any fee.
Low-fee rapid assessmentsRoot causes and solutions, fast.
Financially justified scopesReturn on fees quantified up front.
Milestone-driven contractsContinuous, measured results.
Results-based fee optionsFees that move with the outcome.
Client Results

Select value creation programs.

$450M in enterprise value created

PE-Backed Retail Company – $300M+

Approach
  • Conducted Rapid Assessment / 100-Day Plan
  • Implemented Business Intelligence (Analytics)
  • Restructured Supply Chain Network
  • Led Vendor Negotiations
Results
  • $450M in enterprise value created
  • 19pt gross margin improvement
  • 10pt supply chain cost reduction
$200M+ in enterprise value created

Building Products Division – $120M

Approach
  • Conducted Operational and Commercial Diligence
  • Led Project Management Office
  • Coordinated Network Consolidation
Results
  • $200M+ in enterprise value created
  • $20M+ in supply chain cost savings
  • Division successfully sold five years later
$32M run-rate savings in first 100 days

$600M Adhesives Manufacturer (Acquisition)

Approach
  • Led Operations Due Diligence (ODD) & 100-Day Planning
Results
  • Identified $30M in cost savings
  • Business captured $32M run-rate savings in first 100 days
$145M operational cost savings identified

Merger of Two Global Automotive Parts OEMs

Approach
  • Led ODD & Synergy Assessment
Results
  • Identified $145M in operational cost savings
$12M–$16M cost takeout opportunity identified

Medical Supplies Manufacturer – $100M PE-Backed

Approach
  • Led ODD & 100-Day Planning
  • Redesigned Supply Chain Network
Results
  • Identified $12M–$16M cost takeout opportunity
Results by Value Lever

Every line of the value creation plan.

01 / 08
Turnaround · Network Consolidation

Building Products Division, $120M

The owner planned to harvest the division. Consolidated network demand into a single site and filled its capacity, cutting total landed cost. The division turned around and sold five years later.
$200M+ Enterprise value created $20M+ in supply chain cost savings
Network Before and After
Site
Site
Site
Site
1 site Full capacity utilization
Starting pointHarvest candidate
Total landed costReduced
OutcomeSold five years later
Working Capital · Active

PE-Backed HVAC Components Manufacturer

14 brands across the US, Canada, and Mexico. Plant consolidation PMO, central planning, SIOP, and inventory reduction. Renewed five times.
$29M Inventory reduced year over year Against a $98M gross inventory base
Days Inventory on Hand Turns
Program baseline2.7×
134
Target, year-end 20263.7×
100
Target, year-end 20274.6×
80
Turns calculated as 365 ÷ DIOH.
Cash Flow & Liquidity · Turnaround

KKR Portfolio Company

Set up a supplier consignment arrangement on the supply base behind most of cost of goods sold. The supplier carries the inventory until it is consumed.
$20M+ Liquidity released 70% of COGS moved to supplier consignment during a turnaround
Cost of Goods Sold
Consigned · 70%
30%
InventoryOwned by the supplier until consumption
PayablesTriggered by usage, not by receipt
Capacity Expansion · Turnaround

KKR Portfolio Company

Raised manufacturing output without adding to the cost structure.
80%+ Manufacturing output increase Same cost structure
Before
After
Recent · Second Facility

$200M Family-Owned Industrial Manufacturer

Rapid assessment, then a launch sprint. Facility plan, capex execution, launch PMO, and organization design. Second facility operationalized.
First tranche, funded and live3,500 units/yr
Facility design range9,000 units/yr
Gross Margin · Hold Period

PE-Backed Retail Company, $300M+

Rapid assessment and 100-day plan, business intelligence, supply chain network restructure, and vendor negotiations.
19 pts Gross margin improvement $450M in enterprise value created
Margin Levers
10 ptsSupply chain cost reduction
$40M+EBITDA driven as a KKR portfolio operator
Vendor termsNegotiated cost and conditions
Network designRestructured supply chain footprint
Operating Expense · Freight Takeout

PE-Backed Foam Manufacturer

$170M buy-and-build platform with 7 to 8 add-ons. Make-to-order with fast turnaround. Freight takeout and standard order quoting across acquired businesses.
8–10 pts Freight cost reduction Internal and external fleet, job-site and warehouse delivery
Cost Takeout Track Record
Run-rate savings captured in first 100 days$32M
Supply chain cost savings, building products$20M+
Operational savings identified, OEM merger$145M
Interim Leadership · Operating Model

PE-Backed HVAC & Electrical Services Platform

Interim general manager, post-close. Installed one operating model across estimating, job costing, workforce, and systems.
2.5× Bid pipeline in 60 days $6.3M to $16.0M
60-Day Traction
Days sales outstanding127 → under 100
3 → 6Master technicians
+$1MMonthly bookings, year over year
P&L Visibility · Completed

PE-Backed Engineered Products Manufacturer

Seven plants on multiple ERPs. Built the BI and data layer, then designed the supply chain operating model and First 30 Days plan.
60 days To complete 90% of data engineering One data layer across the plant network
Data Engineering Complete
90%
126Tables
3Source systems
7Plants
Industries

Operationally intense businesses.

Manufacturing Industrials Consumer Products Aerospace & Defense Food & Beverage
Distribution Retail, Store & Web 3PL Providers Wholesale
Select Services Industrial & Consumer Services Reverse Logistics Maintenance & Repair Other Operations-Driven Businesses
Scott Stankiewicz
Education MBA, Indiana University, Kelley School of Business B.S. in Mechanical Engineering, Kettering University
About

A consultant's insight. An operator's mindset.

I bring over 15 years of hands-on experience in strategy, operations, and leadership. My principle is simple: turn complexity into clarity and deliver real results.

Strategic Ops Partners 2021 · Present
Co-founder and Partner. Interim executive, operating advisor, and embedded operator for PE-backed middle market companies.
KKR Portfolio Company 2.5 years
Operator leading a turnaround from inside the business. Drove $40M+ in EBITDA, raised manufacturing output 80%+ in the same cost structure, and released $20M+ in liquidity by moving 70% of COGS to supplier consignment.
Kearney 6+ years
Hired for plant floor expertise into the Manufacturing Center of Excellence (MCOE) and the Strategic Operations Practice. Led teams of 4 to 6+ across 15+ engagements and supported 15+ PE transactions.
Factory Manager Manufacturing
Ran the factory end to end: output, cost, quality, and the plant team. Raised productivity 20% through lean and scheduling.
Operations Leadership Development Program Aerospace & Defense
Rotational operations leadership program across production, sourcing, supply chain, aftermarket, and project management. Delivered $3M in annual savings on electronic components.
Industrial Engineer & Supervisor Automotive
Started on the plant floor. Designed cell layouts and material flow, applied lean and Six Sigma on high-volume lines, and supervised a 20-person production line.
Expertise
Operating Model Redesign Operational Transformation Business Intelligence and Data Analytics Inventory (SIOP) & Cash Flow Management Supply Chain Restructuring and Network Optimization Cost Takeout and Margin Improvement
Contact

A portfolio company that needs a push? Let's talk.

Straightforward. Practical. Results-focused.

Schedule 30 minutes scott@strategicopspartners.com LinkedIn
© 2026 Scott Stankiewicz Strategic Ops Partners · Tampa, Florida