Aaron Busse

Managing Director
Expertise in end-to-end supply chain services and corporate transformation
Held multiple interim supply chain leadership roles
Specializes in strategic sourcing, manufacturing cost takeout/optimization, end-to-end supply chain transformation and operating model design
Atlanta
@alvarezmarsal
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Aaron Busse is a Managing Director with Alvarez & Marsal Corporate Performance Improvement in Atlanta. His primary areas of concentration are supply chain optimization and corporate transformation.

With more than 10 years of advisory and implementation experience, Mr. Busse has held interim positions an industrial manufacturing plant manager and Chief Procurement Officer for a $10 billion health insurance company. At A&M, he has helped reduce operating expense by $1+ billion. 

Mr. Busse specializes in strategic sourcing, manufacturing cost takeout/optimization, end-to-end supply chain transformation and operating model design. He has worked across a range of industries, including automotive, industrials, healthcare, government, consumer goods, food and beverage, financial services and professional services.

Prior to joining A&M, Mr. Busse spent a year with the Continuous Improvement department at Invesco in Atlanta. There, he led the reconstruction of the CI Reporting enterprise dashboard, with a focus of increasing usability and automating the reporting process.

Mr. Busse earned a BBA (concentration in operations and supply chain management) (highest honors) and a certificate in marketing from The Georgia Institute of Technology.

Latest insights The latest insights from Aaron Busse's team
Thought Leadership
April 2026 is set to hit small UK retailers with a fresh wave of cost hikes, pilling pressure onto a sector many say is facing its toughest time since Covid. Rising wage, insurance, sick pay, business rates, energy standing charges, and reduced owner take‑home pay arrive as consumer demand softens and inflation fears persist amid geopolitical tensions. SMEs enter with limited resilience and mounting headwinds—including late payments, crime, and heavier admin/tax burdens—raising the risk of closures or contraction. The piece urges defensive cost control where necessary and, where possible, smarter pricing, operational efficiency, and targeted automation/analytics to protect margins and conserve working capital.