How do businesses approach transformation and value creation? Part of a transformation to unlock value drivers.

1. 1
A P P LY I N G I N N O VAT I O N
A C C E L E R A T I N G C R E A T I V I T Y A N D B U S I N E S S P E R F O R M A N C E

2. 2
Valuation
Advisory
Governance,
Risk and
Compliance
CFO Advisory &
Business
Transformation
Services
Technology
and Digital
Services
Government
and Public
Sector
Transaction and
M&A Consulting
Cybersecurity
Bankruptcy,
Restructuring &
Litigation
Advisory
Real Estate
Advisory/
NOI Strategies
A d v i s o r y P r a c t i c e A r e a s

3. 3
Strategic CFO Advisory
• INNOVATION: CohnReznick’s Innovation Lab drives collaboration and operational agility for rapid financial transformation
• GOVERNANCE: World-class corporate governance, enterprise risk management and internal audit teams support
financial compliance efforts
• TECHNOLOGY: Our Pathfinder system selection methodology analyzes strategy, business processes, organizational culture
and technology platforms to recommend solutions that best fit business need
Enabling
Capabilities
Enterprise Strategy Architecture
Financial Insight & Analysis
Pre-IPO Preparation
Pre- and Post- Transaction
Support
Strategic Initiative Funding
Capital Agility
Growth Plan Financing
Investment Prioritization
Strategy Execution – Value Realization
Business Transformation
Financial Investment Discipline
Financial Reporting & Analysis
Corporate Performance
Management
Strategic Risk
Management
Financial Operations
Management
Integrated Business Planning
Budget Planning
Forecasting & Analysis
Sales and Operations Planning
CPM Process Design
Governance models
Analytics and Reporting
CPM System Deployment
Needs Assessment
System Selection
Implementation and Integration
Accounting Standards &
Pronouncements
Impact Assessments
Transition/Implementation Plan
Process & System Transformation
Risk Assessments
Board Advisory
Supply Chain
Treasury & Working Capital
Management
Lean Financial Processes
Lean accounting
Financial data and analytics
Financial process transformation
Supply Chain Optimization
Inventory Management
Performance/Risk Management
Transaction Management
Accounting Policy/Procedures
Cost Accounting
Staff Augmentation
C F O A d v i s o r y A n d B u s i n e s s
T r a n s f o r m a t i o n S e r v i c e s
3

4. 4
C r e a t i n g B r e a k t h r o u g h A d v a n t a g e
T h r o u g h I n n o v a t i o n

5. 5
D r i v e S t r a t e g i c P l a n n i n g t o Ta c t i c a l
I m p l e m e n t a t i o n
ADT & Lab

6. 6
T h e S t a g e s O f F i n a n c i a l T r a n s f o r m a t i o n
CFOs today are challenged to simultaneously
drive corporate performance management,
optimize the financial function, and identify and
finance strategic growth initiatives. CohnReznick’s
CFO Advisory and Business Transformation
Practice helps CFOs prioritize these responsibilities;
providing guidance by former CFOs to align
financial and operational capability and risk
management to business strategy.
With decades of expertise advising growth
companies, CohnReznick sees the financial
organization as growing through several distinct
stages of development. We help CFOs transform
their financial function to actively support the
strategic objectives of the company, reduce the
cost of compliance and transactional processes
and elevate the Office of the CFO.
Collaboration, Innovation,
Domain Expertise

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FINANCE TRANSFORMATION APPROACH
Current State
Assessment
Transformation
Roadmap
Transformation
Design
Transformation
Deployment
• Develop an
organization
responsibility matrix
• High level analytics,
planning and reporting
design
• Establish a policy and
controls platform
• Idealized, high level
process design and
impact
• Identify supporting
technology needs
• Perform technology
gap assessment
• Develop impact,
implementation and
cost model
• Establish transformation
priorities based on ROI
• Evaluate current state
of the finance
organization
• Conduct executive
boot camp to assess
levels of maturity
• Benchmark finance
function performance
• Review analytics,
planning and reporting
platforms
• Perform financial
controls review
• Review current
technology platforms
• Conduct focused,
collaborative process
boot camps
• Refine, test, and confirm
boot camp results
• Create transformation
roadmap
• Establish responsibilities
and budget
• Develop transformation
governance model
• Develop
implementation
timeline
• Detailed process and
policy design
• Identify and define
technology
requirements
• Supporting roles and
organization design
• Organizational
realignment and
shared services
• Design analytics and
reporting program
Transformation Governance
Weeks 8-?Weeks 5-7Weeks 1-4
Throughout
the
Implementatio
n
• Supporting governance
platform
• Perform applicable
system selections
• Supporting technology
deployment
• Establish a Change
Management and
Communication
program
• Establish a continuous
improvement program
• Deploy analytics and
reporting
• Organization training

8. 8
V a l u e O f S t r a t e g i c T r a n s f o r m a t i o n
Minimal improvements in a company’s margin and or marginal reductions in its SG&A
spend can correlate to an increased value of a specific portfolio company. Making
those improvement across a portfolio can have a profound, transformational impact
on an equity firms enhanced enterprise value. CohnReznick’s CFO Advisory and
Business Transformation Practice works with equity firms and their portfolio companies
to identify, prioritize, and deploy strategic programs designed at maximizing ROI and
improving enterprise value.
Company 1 Company 2 Company 3
EBITDA $10M $15M $20M
Margin Improvement $.25 M $.6M $2.5M
SG&A Reduction $1M $1.4M $.75M
Industry Multiplier 7 5 9
Additional Value $8.75M $10M $29.25M
$48M
Equity
Firm’s
Enhanced
Enterprise
Value

9. 9
E B I T D A I m p r o v e m e n t O p p o r t u n i t i e s
Revenue Enhancement Operating Efficiencies Cost (SG&A) Reduction
• CRM
• Omni-channel
• Detailed process and policy
design
• Applicable system selections
and corresponding
technology deployment
• Process measurement and
reporting program
• Financial Analysis & Planning
deployment
• Integrated business planning
deployment
• Insurable risk realignment
• Tax outsourcing
• Telecom spend
• Benefits program realignment
• HRIS and Payroll transformation
• Internal audit outsourcing
Program Management
Collaboration, Innovation, Domain Expertise