Sean K Moran

Sean is a strategy leader in the Industrial Manufacturing and Aerospace, Defense & Government Services sectors who has deep experience with transformations, value capture / creation, transactions (buy, sell, carve-out) and growth strategy. He has led comprehensive performance improvement programs including strategy / product roadmap development, back-office centralization, engineering optimization, footprint rationalization, inventory right-sizing, and SIOP implementation among other areas. He has completed multiple transformations and 70+ transactions working with a mix of private equity and corporate clients.

Prior to joining KPMG, Sean’s experience includes portfolio optimization at a top 50 private equity firm, serving with the U.S. Army as a Captain, work as a Federal Prosecutor, program management with an aerospace manufacturer, and investigations with the U.S. Securities and Exchange Commission.

Professional and Industry Experience

• Led the $70B merger of two global production and services companies to include value capture, operational integration and portfolio optimization across 18 business units over 4 continents that resulted in a 15%+ improvement in EBITDA within 24 months of transaction close from a combination of growth and cost efficiencies

• Led the sell-side carve out of a defense manufacturer, supporting the parent throughout the divestiture process to include standalone costing, separation planning and execution, performance improvement in support of valuation, Separation Management governance as well as TSA negotiation and delivery

• Led the execution of a performance improvement program for a $3B+ global A&D manufacturer that identified $250M+ in funding to support the development of critical next-generation of defense technology through re-allocation of resources from sunsetting programs and efficiency improvements across operations, manufacturing, supply chain, and back office

• Led an integration of multiple assets for a $1B+ revenue private aviation company that realized ~5% in EBITDA improvement opportunities via improved workforce utilization, footprint consolidation, procurement, logistics route optimization, and SG&A rationalization while supporting rapid revenue growth

• Led the go-private and subsequent transformation of a $2B+ global defense technology and services company that increased EBITDA by over 40% through a combination of targeted growth initiatives, logistics / supply chain optimization, operational rationalization, and back-office modernization

• Led the carve-out of a $1B+ satellite system manufacturer and subsequent stand-up as an independent entity from initial diligence through final separation including the conclusion of all TSA activities. Activities included setting up a separation management office, ERP migration, site consolidation / transfer, a bolt-on acquisition, value capture and talent refresh