100-Day Operator Brief — Jay Elliott | JEC Advisory

Operator Brief · Confidential

100-Day Stabilization
& Value Acceleration

Target Context: Avanos Medical · Post-Close PE Environment

Jay Elliott

Interim CEO / PE Operator

EMBA · Georgia Tech Scheller
US Army Veteran
Atlanta, GA · jec-advisory.com

4Full M&A Cycles

30+Global Sites Led

40%Cycle Time Reduction

$40BRevenue Environment

I operated inside Avanos Medical from spin-off through stabilization and into acquisition readiness, supporting enterprise systems, operating cadence, and global execution across 30+ sites. This brief reflects observed patterns from that experience and where execution typically degrades or accelerates in the first 100 days post-close.

Section I

Likely Post-Close Friction Points · Days 0–90

01	Operating Cadence Breakdown Misalignment between legacy public-company rhythm vs PE execution tempo Decision latency increases due to unclear authority lines post-close
02	EBITDA Visibility Gaps Reporting exists, but not decision-grade Lagging indicators dominate vs forward-looking operational drivers
03	TSA Dependency Risk Hidden reliance on former parent systems and services Cost leakage + operational fragility if not aggressively unwound
04	SAP S/4HANA System Friction Platform is capable — but not optimized for speed Workarounds and manual processes slow execution velocity
05	Leadership Layer Misalignment Strong functional leaders, but not all aligned to PE-style accountability Need for clearer ownership of outcomes vs roles Cultural shift from public-company governance to PE operator pace Single-threaded ownership model must be installed early

Section II

100-Day Stabilization Priorities

Weeks 1–4

Re-Establish Operating Rhythm

Weekly exec cadence tied to cash, EBITDA, and ops drivers
Standardized KPI stack across all sites
Authority matrix clarified at every level

Weeks 2–6

Build Real-Time EBITDA Bridge

Operations → financial impact daily/weekly
Identify leakage: inventory, throughput, service levels
Shift monthly → weekly performance management

Weeks 1–8

TSA Compression Strategy

Map top 20% dependencies driving 80% of risk/cost
Accelerate separation where feasible
Eliminate cost leakage on legacy contracts

Weeks 3–10

SAP Acceleration Layer

Remove bottlenecks in OTC and P2P workflows
Restore inventory visibility across sites
Activate dormant analytics chains

Weeks 4–12

Accountability Reset

Single-threaded owners: EBITDA drivers
Single-threaded owners: working capital
Site-level performance owners assigned

Section III

Immediate EBITDA Levers · First 2 Quarters

◈

Working Capital Release

Inventory rationalization across global sites. Improve forecast accuracy via data governance and demand signal integration.

◎

Throughput Optimization

Identify constraints in manufacturing and fulfillment. Align scheduling with live demand signals to reduce idle capacity.

▣

Cost Structure Visibility

Eliminate redundant vendor spend common post-carve-out. Rationalize IT and service contracts for measurable run-rate savings.

◆

Decision Velocity

Reduce reporting lag for faster corrective actions. Shift performance management cadence from monthly to weekly cycles.

Section IV

What Most New Owners Underestimate

The Platform Is Stable — But Value Is Trapped

The platform is stable — but not fast. Speed must be engineered in.

Systems exist — but decision intelligence is not fully activated.

Data fragmentation prevents real-time visibility at the board level.

Process inconsistency across sites creates margin variability.

Ownership ambiguity slows corrective action when it matters most.

$800K+ quarterly EBITDA is unlockable from dormant analytics alone.

Section V

Where I Contribute — Operating Inside the Deal

100-Day Execution Support

Hands-on operating presence from day one — not advisory. I own the cadence, own the action, own the outcome.

EBITDA Visibility & Operating Cadence

Build decision-grade reporting that replaces lagging indicators with real-time operational drivers aligned to PE board expectations.

SAP-Enabled Performance Acceleration

Deep working knowledge of the Avanos SAP S/4HANA environment — I know exactly where the value is locked and how to unlock it.

Cross-Functional Alignment

Proven ability to align Ops, Finance, and IT around a single operating model through three ownership changes without operational collapse.

TSA Design & Compression

Built and executed the TSA framework at Avanos. I know the dependencies, the risk vectors, and the fastest path to clean separation.

Management Team Build-Out

Identify and close leadership gaps that create volatility. Build operating discipline not dependent on any single executive.

Jay Elliott

Interim CEO · PE Operating Partner · JEC Advisory

Emailjamel850@gmail.com Phone(850) 508-7484 Webjec-advisory.com