My credentials
I have successfully delivered turnaround projects in the UK, Ireland, Germany, Netherlands, Austria, Poland, Sweden, Denmark Spain, Portugal, Mexico, Nigeria and Kenya. Below you will find a non-exhaustive list of projects completed over the last years.
What others say
"When confronting challenges within a portfolio company, the involvement of Miguel ensures a clear understanding of the underlying issues impacting the business and guarantees confidence in their resolution. His seamless interaction with both management and the financial sponsor establishes a cohesive and effective partnership."
Sergei Spiridonov
Co-Head of European Operating Team, Strategic Value Partners
"Miguel worked tirelessly as the interim Group CFO to help deliver the transformation plan in the UK Flowers business as well as leading the refinancing of the business. His contribution to the business during the last year have been critical in safeguarding our future and the impact he has had will be felt for many years to come."
Olivia Streatfeild
Chief Executive Officer, Flamingo Group International
"Miguel played a crucial role in providing clarity regarding the business's financials, a pivotal factor in the early stages of the turnaround of our company. His hands-on approach delved into intricate details, showcasing a pragmatic problem-solving methodology."
Jakob A. Mosser
Executive Chairman, Coveris Group
"Miguel offers the essential operational, financial, and situational expertise necessary to navigate businesses through challenging times. Coupled with a determined 'get it done' attitude, these capabilities present a distinctive proposition for management teams and private equity investors seeking turnaround expertise."
Markus Nagel
Group CFO and Operating Partner, Sun Capital Partners
"Miguel engaged in a genuine partnership with us, demonstrating high standards of professionalism by taking ownership of the problem and offering solutions during a critical period that impacted our business. His involvement significantly bolsters the management team's expertise in navigating complex situations."
Bill Showalter
Group CFO, Flamingo Group International
"Miguel was based in our office for more than four months and worked with me and the wider management team to support stabilizing the company liquidity and operations following a significant decline in sales. The immediate access to his situational expertise was invaluable throughout the process."
Jose Ignacio Gutierrez
Group CFO, Famosa
Non-exhaustive list of projects
- As interim CEO, I led the turnaround of a technical wholesaler headquartered in the Netherlands, overseeing operations across Benelux, Germany, the UK, Poland, Denmark, and Sweden. Prior to this, in my role as interim Group CFO, I strengthened the finance function, refinanced debt, and reduced costs—laying the foundation for the company’s recovery (€125 million in sales, €6 million EBITDA).
- As the Interim Group CFO in the turnaround of a globally vertically integrated horticulture group headquartered in the UK, I managed operations in the UK, Europe, and Africa, and refinanced the business (€700 million in sales, €70 million EBITDA, €300 million debt, 22,000 employees).
- I developed the turnaround plan and established the Turnaround Management Office (TMO) for an underperforming business unit in the UK, part of a vertically integrated horticulture group (€360 million in sales and a €-5 million EBITDA run rate).
- I served as Interim Group CFO during the turnaround of a global apparel group based in the Netherlands, with operations in US, Germany, Belgium, Spain, and UK (€350 million in sales, €40 million in EBITDA, and €120 million in debt).
- I provided hands-on support to the largest low-income housing developer in Mexico, assisting with business plan preparation, implementing new cash management procedures, liquidity management, and operational realignment as part of a complex balance sheet restructuring (€4 billion in sales, negative EBITDA, €1 billion in debt, and over 100 active construction projects).
- I advised a pool of over 40 creditors in one of Spain's major debt restructuring processes, executing the first-ever scheme of arrangement (Spanish homologación) for a steel group headquartered in Spain (€4 billion in sales, €0.2 billion in EBITDA, and €2.5 billion in debt).
- I spearheaded the turnaround management and financial restatement efforts for a door manufacturer based in Northern Ireland (€50 million in sales and €10 million in EBITDA).
- After the impact of Covid-19, I advised a major public airline group on balance sheet restructuring and capital allocation as part of a new strategic plan focused on Total Shareholder Return (TSR) (€8 billion in sales, negative EBITDA, and €15 billion in debt).
- I provided hands-on support to a chemicals group headquartered in Austria to enhance liquidity management and improve financial processes (€170 million in sales, €30 million EBITDA).
- Following the decision of a Tier-1 automotive multinational group to cease operations in Spain, I managed the plant shutdown in Catalonia (+350 employees).
- I advised a leading automotive group in Spain on exit alternatives for an underperforming subsidiary, ultimately overseeing the wind-down process (+260 employees).
- Conducted a quick quality of earnings analysis, implemented new financial processes, redefined cost allocation and profitability analysis, and prepared carved-out financials for a business unit within a global packaging group headquartered in Austria (€800 million in sales, €42 million EBITDA, +20 manufacturing sites across Europe).
- I advised the creditors of a publicly traded equipment rental company in Spain during its debt restructuring (€200 million in sales, negative EBITDA, and €500 million in debt).
- I developed the turnaround plan and roadmap for a leading media group in Portugal (€140 million in sales, €6 million EBITDA; €100 million debt).
- I diagnosed and prepared an implementation roadmap for transforming the finance function of a major public Tier-1 automotive group headquartered in Spain (€7.5 billion in sales, €0.8 billion EBITDA, +100 manufacturing sites).
- I provided hands-on support to a leading toy manufacturer in Spain undergoing a turnaround, focusing on liquidity management, quick wins implementation (€150 million in sales, €0 EBITDA).
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