Led numerous transformation initiatives for public and private sector organizations
25+ years specializing in cost reduction initiatives and corporate reorganizations
Houston
@alvarezmarsal
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Ron Orsini is a Managing Director with Alvarez & Marsal’s Corporate Performance Improvement in Houston. He specializes in cost reduction initiatives, strategic assessments and growth strategy development for Fortune 500 and privately held companies, as well as government agencies.
With more than 25 years of professional experience in the U.S., Mexico and the Caribbean, Mr. Orsini brings significant expertise in a variety of industries including industrial products and services, construction and engineering, transportation infrastructure, energy, and food and beverage.
Mr. Orsini has led major transformation initiatives including cost optimization, business rationalization, and organization design for numerous global industrial products and services companies; operational and support function process improvement, organizational streamlining and cost optimization assessment and implementation leadership for a leading aviation services company; and comprehensive revenue enhancement and cost reduction assessments for the departments of transportation in Puerto Rico, Kansas, Rhode Island and Louisiana.
Prior to joining A&M, Mr. Orsini was Managing Director of retail operations with Reliant Energy (now NRG). Previously, he served as Director of Corporate Strategy and Development with Compaq Computer (now Hewlett Packard). Earlier, Mr. Orsini was with global strategy consulting firm Bain & Company, where he led consulting engagements across North America.
Mr. Orsini earned a bachelor's degree (with honors) in economics from Princeton and an MBA with concentrations in finance and strategic planning from The Wharton School of the University of Pennsylvania.
Shifting attitudes towards inventory and supply chains have significant implications for working capital management. “Broadly, companies relying on just-in-time supply chains and highly lean inventories have suffered most through the pandemic’s disruptions”, says Cody Chenault, Managing Director at Alvarez & Marsal (A&M).
Companies and commentators have spent the last year expending much effort in order to understand which of COVID-19’s many upheavals will be temporary and which will endure for the long term. Supply chains have been at the heart of many of these changes.
Back in 2019, if you asked commentators which markets would hypothetically suffer most damage from a prolonged global shutdown, the automotive industry would have been near the top of the list. High fixed costs and capital-intensive operations mean that when factory doors are closed, few industries bleed money as quickly.
COVID-19 has exposed underlying fragilities in many businesses that may have been disguised over recent years. As Warren Buffett famously said, it is only “when the tide goes out” that you find which companies and management teams are most exposed. “Before the pandemic, broadly favorable market conditions and inexpensive capital allowed management teams to kick the can down the road on transformation initiatives.
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