• Oliver Fausten
  • Service Offering
  • Areas of expertise
  • projects
  • About me

Performance.

Transformation.

Value.

Performance Improvement

in portfolio companies

through extensive C-level management experience, operational implementation skills, and transformation experience, including complex M&A transactions with carve-outs and post-merger integrations.

As an interim executive.

As a fractional operating partner.

As active advisory board member.

More than ever before, private equity investors, family offices, and their management teams are faced with the challenge of increasing enterprise value through operational excellence and sustainable growth. Transformations must be managed confidently and deliver rapid value creation. Whether it’s adapting the business model, the target operating model, carve-outs, post-merger integration, restructuring, or exit preparation—each phase requires precise control, clear decisions, and measurable results.

Service Offering

Interim Executive


I create momentum and deliver results in situations where speed, clarity and execution discipline are critical.

  • C-Level Executive
  • I assume full responsibility in CEO, CFO or CTrO roles to stabilize operations, restore performance and unlock value in complex environments.
  • Project Executive
  • I lead transformation programs M&A, carve-out or post-merger-integrations (PMI) with a proven ability to turn strategy into measurable outcomes - fast, hands-on and investor-aligned.

Non-Executive Director (NED)


I strengthen governance, sharpen strategy and accelerate value creation across the investment cycle.

  • Advisory Board Member
  • I go beyond the traditional “four-meetings-a-year” board role. I work closely with management as an active sparring partner - providing targeted challenge, hands-on guidance and executive-level coaching.
  • Operating Partner
  • I support private equity firms in shaping and executing value-creation strategies, developing portfolio companies and driving performance during ownership.

Further information about my services as a fractional operating partner or active advisory board member:

Non-Executive Roles

The equity story must be seamlessly derived from the corporate strategy.

Oliver Fausten

The equity story must be seamlessly derived from the corporate strategy.

Oliver Fausten

Areas of expertise

Carve-Outs & Post-Merger-Integration (PMI)

Multiple management of complex spin-offs (e.g. global EUR 300 million BU carve-out) with stand-alone structures, target operating model and separate ERP landscape. Cross-border in up to 25 jurisdictions, including the establishment of shared services and IT infrastructure for buy-and-build roadmaps.

Buy-and-Build & Add-on-Akquisitionen

Around 20 acquisitions on three continents; enterprise values up to EUR 500 million, buy-side and sell-side. Example: 2 acquisitions in 5 months, ongoing PMI; transition to managed services with recurring revenues.

Sell-Side & Exit-Preparation

Carve-out and sale of business units, including carve-out of a ~€300 million segment and subsequent sale to a competitor. Additional divestment preparation including IM, data room and portfolio review.

Transformation & performance improvement

Design and implementation of large-scale programmes: 500 million Swiss franc investment, 250 million Swiss franc annual EBITDA effect. Measures: -2,500 employees, plant closures, establishment of two global business services hubs (Mexico/India), near/offshoring.

Restructuring & Turnaround

Fixed cost programmes of up to 30% and staff reductions of 30%; portfolio optimisation and outsourcing. Negotiation of social plans and implementation in industrial environments with ~1,200 employees.

Financing & Refinancing

Structuring and refinancing in the triple-digit million range, including €100 million refinancing. Extensive experience with banks, consortia and debt funds for acquisition and roll-up plans.

Building Organisations, Systems & Teams / Stakeholder Management

Establishment of holdings, shared services and ERP/BI/TMS/HRM stacks (e.g. 7 locations/350 employees). Stakeholder management with banks, debt and equity providers and C-level executives; as regional CFO: £450 million BU, 65 employees, reorganisation including near/offshoring.

projects

Initiation and implementation of a transformation of a CHF 10 billion group, with CHF 500 million investment and CHF 250 million annual earnings contribution.

Company: World's largest chocolate manufacturer (listed) in a private equity portfolio.

Role: Interim CFO

Carve-out of a €300 million business from a chemical group, including setting up all systems and processes and recruiting staff, and parallel acquisition of two companies (buy-side).

Company: Chemical group in a private equity portfolio.

Role: Interim CFO

Carve-out of a €400 million business from a group and preparation and execution of the sale (sell-side).

Company: Market research company in a private equity portfolio

Role: Interim CFO

projects

Initiation and implementation of a transformation of a CHF 10 billion group, with CHF 500 million investment and CHF 250 million annual earnings contribution.

Company: World's largest chocolate manufacturer (listed) in a private equity portfolio.

Role: Interim CFO

Carve-out of a €300 million business from a chemical group, including setting up all systems and processes and recruiting staff, and parallel acquisition of two companies (buy-side).

Company: Chemical group in a private equity portfolio.

Role: Interim CFO

Carve-out of a €400 million business from a group and preparation and execution of the sale (sell-side).

Company: Market research company in a private equity portfolio

Role: Interim CFO

About me

I combine a unique blend of business and legal expertise. I studied Business Administration and Law, earned an MBA in Controlling & Accounting, and completed an LL.M. in Corporate and Employment Law. My continuous development in areas such as corporate valuation and insolvency & restructuring management reflects my commitment to staying ahead of the curve.

I began my career in management consulting before taking on responsibility for strategy and M&A in international corporations. My first private equity-financed management buyout marked the beginning of a long-standing collaboration with leading investors such as KKR, H.I.G., Oaktree, Adrian, and Paragon Partners.

This combination of financial depth, legal understanding, and hands-on leadership shapes my style: strategic, analytical, decisive, and execution-driven. As CFO, CEO, and CRO, I have led global businesses through carve-outs, M&A transactions, restructurings, and large-scale transformations — always with a consistent focus on creating sustainable value in complex, high-pressure environments.

Change can only succeed if everyone understands where it is leading.

Oliver Fausten

Change can only succeed if everyone understands where it is leading.

Oliver Fausten