Meet Dave
David Johnson has extensive experience in financial planning and analysis, mergers and acquisitions, strategic planning and execution, process optimization, and financial leadership development. He is passionate about helping companies set up and implement finance and operational initiatives that improve processes, reduce expenses, and drive growth in revenue, income, and cash flow. His foci are speed, simplicity, and accuracy.
GLOBAL FINANCIAL LEADERSHIP - Dave has managed financial operations for multiple international companies, overseeing financial planning, analysis, mergers and acquisitions, risk management, and more. Recently, he led a 30-member team across the UK, Canada, and the US to enhance financial operations and drive post-merger integration, ensuring regulatory compliance and strong financial management across three countries.
FINANCE AND ACCOUNTING TEAM LEADERSHIP – He built high-performing teams across multiple companies, producing five industry-leading CFOs and numerous controllers. By selecting talent and fostering a supportive environment for development, Dave achieved successful outcomes and significant process improvements. His most outstanding achievement is the strength of leaders developed in my organizations, enhancing the industry.
INNOVATION, GROWTH, & TRANSFORMATION – Transformed financial processes by consolidating all key metrics and reporting into PowerBI. He utilized PowerBI “live” during weekly operations reviews and the monthly closing process to increase awareness of key issues & enable quick operational improvements.
MERGERS & ACQUISITIONS – Dave led 20+ M&A transactions in eight countries, focusing on buy and sell sides. Recently, he directed acquisitions in the US, UK, Canada, Europe, and Australia, including a UK PM/QS business with 90 employees and a US PMCM business that grew from 20 to 50+. He also managed two significant sales worth $280M and $50M in prior roles.
REVENUE & EBITDA GROWTH, PROCESS IMPROVEMENT, & OPTIMIZATION - He revised the closing process from weeks to three days, streamlined forecasting, and enhanced operations reviews, boosting profitability from 6% to 15%. His team implemented a new bonus system, updated the stock ownership program, repaid ~$15M in debt, recapitalized by converting preferred stock every day, and revised international processes to save $1.4 million.