Experience and Results

Doug Kearney’s career has been defined by measurable value creation across growth, operating performance, organizational capability, transactions and investment outcomes.

The selected results below are presented at a level that protects company, client and stakeholder confidentiality. Additional detail is available through his executive materials and direct conversation.

Growth and Commercial Acceleration

Doug has repeatedly created new avenues for organic and acquisition-led growth by rebuilding commercial organizations, strengthening marketing and developing capabilities that expanded what businesses could offer.

Selected outcomes include:

  • rebuilding sales organizations, account-management capabilities and commercial leadership to generate record levels of new business in both B2B and B2C environments;

  • strengthening marketing, market positioning and demand generation to improve competitive position and support growth;

  • building and scaling multiple platforms and industry verticals approaching or exceeding $100 million in annual revenue;

  • expanding multiple customer relationships from relatively small engagements into strategic accounts exceeding $30 million in annual revenue;

  • entering adjacent markets and developing new service capabilities to diversify revenue and expand growth opportunities;

  • creating healthcare, financial-services and technology-enabled businesses that increased strategic relevance and enterprise value;

  • and retiring or repositioning offerings to improve customer relevance, conversion and revenue potential.

In many situations, growth required more than increasing sales activity. It required determining what existing customers would buy next, identifying new customers for current capabilities and building new offerings where credible market adjacencies existed.

These results were produced through a combination of commercial strategy, talent acquisition and development, marketing, technology-enabled product development, operating capability and, where appropriate, acquisitions.

Operating Transformation and Performance

Doug has led coordinated transformations across operations, talent, organizational structure, processes and technology.

His experience includes:

  • strengthening operational delivery and consistency to support global scale;

  • rebuilding talent-acquisition, training and development capabilities;

  • improving workforce and production planning, operating design and capacity utilization to increase revenue and margins;

  • redesigning organizational structures, workflows and accountability to improve performance and release constrained value;

  • improving order-to-cash processes for greater efficiency, accuracy and cash conversion;

  • redesigning operational processes and pricing strategies to enhance margins;

  • and deploying technology to improve performance, scalability and customer outcomes.

Selected results include:

  • improving critical operating performance metrics by approximately 12%, reaching the mid-90% range across large, distributed organizations;

  • increasing staffing and capacity fulfillment by approximately 20%, capturing significant incremental revenue and margin;

  • improving the conversion of delivered services into billable and collected revenue by approximately 10%;

  • increasing employee Net Promoter Score by more than 20% to a record level;

  • reducing overhead by more than 30% while simultaneously transforming the organization and investing in future technology-enabled products and capabilities;

  • integrating 10 acquisitions into a unified business-delivery model while reducing SG&A by approximately 15%;

  • improving process accuracy, operating consistency and management control;

  • and creating additional capacity to reinvest in talent, processes, technology and growth.

These outcomes were not produced through isolated initiatives. They required commercial, operational, organizational and technology changes to be designed and executed together while maintaining business performance.

Platforms, Teams and Organizational Scale

Doug’s leadership experience includes sustained responsibility for large, global and distributed workforces.

Across three major leadership chapters spanning approximately two decades, he held senior responsibility in organizations with approximately:

  • 10,000 employees;

  • 5,000 employees;

  • and as many as 17,000 employees.

His broader experience includes operations across 12 countries, global and multi-division organizations, and businesses across more than two dozen industries.

At this scale, leadership depends on more than individual decision-making. It requires capable executive and management teams, clear organizational design, effective talent acquisition and development, consistent operating processes, enabling technology and accountability throughout the enterprise.

Doug’s organizational experience includes:

  • building and developing executive and management teams;

  • creating leadership depth and succession capability;

  • designing organizations around strategy and customer requirements;

  • integrating commercial, operating and technology capabilities;

  • establishing the processes and controls required for scale;

  • and translating substantial detail and competing priorities into clear direction and an executable sequence of actions.

He has led large organizations through growth, transformation and transition while maintaining the urgency required by customers, employees, boards, owners and investors.

Transactions, Capital and Portfolio Value

Doug’s experience extends across the full transaction and ownership cycle—from investment thesis and financing through integration, portfolio development, divestiture and value realization.

Selected measures and outcomes include:

  • completing more than 75 transactions, including 40+ acquisitions and 35+ divestitures;

  • participating in multiple sponsor exits that generated returns above 2.0x MOIC and 20% IRR;

  • raising more than $1 billion of debt and equity capital;

  • evaluating businesses, investment theses and management teams;

  • financing and completing acquisitions, recapitalizations and ownership transitions;

  • integrating acquired businesses and capabilities;

  • executing divestitures and portfolio-optimization strategies;

  • and participating in successful investment outcomes and realized exits across multiple ownership cycles.

His transaction experience includes founder-owned and founder-led businesses, public companies, institutional owners and private-equity-backed platforms.

This has provided a practical understanding of both the financial requirements of completing a transaction and the leadership, organizational and operating work required to create value after closing.

Investment and Ownership Outcomes

Beyond transaction execution, Doug has created value from multiple positions of accountability—as a private-equity investor and Operating Partner, board member, CFO and portfolio-company CEO.

His experience includes:

  • identifying where value could be unlocked or created;

  • strengthening leadership, governance and organizational capability;

  • supporting organic and acquisition-led growth;

  • improving margins, cash generation and operating performance;

  • repositioning businesses and portfolios;

  • and preparing enterprises for successful ownership transitions and exits.

The resulting investment outcomes were driven by growth, operating improvement, portfolio development and strategic execution—not financial engineering alone.

Selected Measures

These measures reflect sustained leadership across enterprise scale, organizational complexity, capital deployment and complete ownership cycles. Together, they represent experience building, transforming and realizing value in materially different business environments.

Up to $800M in Revenue

Leadership across public, private and private-equity-backed enterprises.

Up to 17,000 Employees

Sustained leadership of global, multi-division and distributed organizations.

12 Countries

Operating responsibility across North America, Latin America, Europe and Asia.

More Than Two Dozen Industries

Experience across materially different business models and market environments.

75+ Transactions

More than 40 acquisitions and 35 divestitures.

$1B+ of Capital Raised

Debt and equity supporting growth, transactions, liquidity and transformation.

Multiple Realized Outcomes

Experience creating, improving and realizing value across complete ownership cycles.

The companies, industries and circumstances have differed. The recurring objective has remained the same: build stronger, more capable enterprises that grow, perform and create greater value.

Closing Perspective