Anna Foli

Anna Foli has nearly 15 years of corporate and advisory experience leading strategic planning and execution of business transformation, performance improvement, merger integration and carve-outs across multiple industries.

Ms. Foli designs strategies and executes cross-functional plans to drive organic and inorganic growth through mergers and acquisitions (“M&A”) and improvements to profitability, processes and overall performance. She enables growth and solves complex business challenges by leveraging her dynamic background managing, collaborating with or influencing at all levels of an organization and across all functions. Her specialty includes standing up and leading Project Management Office (“PMO”) functions for merger integrations, carve-outs and enterprise transformations.

Ms. Foli provides a unique viewpoint on best practices, common pain points and critical risks of initiative planning and execution phases. She helps her clients implement strong governance, identify key risks early, create appropriate mitigation plans and facilitate cross-functional alignment, placing people and practicality at the center of the execution.

Ms. Foli has completed nearly $1.5 billion of M&A ventures across all phases of the deal cycle and has experience building enterprise-wide M&A programs as an expert project management officer. She has held various senior strategic and operational roles in PE-held and publicly traded international companies, where she’s driven $40 million of revenue and profit growth through comprehensive business plans for countries, local markets and global product lines. In addition, Ms. Foli has led multiple operations, logistics, sales and customer service teams through organizational redesigns, process improvements and technology implementations.

Relevant Experience:

• Established the Integration Management Office (“IMO”) and led pre- and post-close integration activities for a $180 million business unit of a $4 billion global industrial technology company
• Stood-up the IMO and led post-close integration activities and creation of a company’s integration playbook for a $130 million software solution PE-owned firm merging three businesses into one company
• Led the buy-side stand-up of an $830 million power plant from a major energy company to a standalone entity under a $40 billion global PE firm as part of the Transition Management Office (“TMO”)
• Led carve-out diligence assessments for an energy as a service (“EaaS”) joint venture and created a standalone target operating model inclusive of bottom-up cost structures for the post-Transition Services Agreement (“TSA”) entity as part of the firm’s budgeting process
• Evaluated and advised on various performance improvement opportunities, including organizational assessments and benchmarking, for multiple PE-owned businesses
• Served as strategic advisor to two company leaders and managed budgets for $230 million in fleet assets and teams of up to 250 people