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MG Operations & Strategy
Business Consulting and Services
Oakton, Virginia 474 followers
Sole proprietorship working with PE and operators unlock value through hands-on support in supply chain transformation
About us
At MG Operations & Strategy Partners, I operate as an independent consultant, partnering with private equity firms, portfolio companies, and corporates to deliver hands-on execution across M&A integration, supply chain transformation, and operational performance improvement. While MG has served as a platform for delivering recent project work, I am currently available and actively exploring new opportunities — whether full-time, interim, or embedded consulting roles. My focus remains on driving measurable outcomes through execution-first leadership, with a proven track record across F500, PE-backed, and growth-stage businesses. If you're looking for someone to step in and lead transformation from day one, let's connect.We partner with private equity firms, corporate strategy teams, and portfolio company leadership to unlock operational value during moments of change — carve-outs, integrations, digital transformations, and supply chain reinventions. Our offerings include: 🔹 M&A Advisory & Execution Support Operational due diligence, carve-out readiness, integration planning Clean room setup, synergy modeling, and Day 1–Day 100 execution Experience supporting $15M–$3B transactions across pharma, CPG, and manufacturing 🔹 Supply Chain Strategy & Digital Enablement End-to-end S&OP and IBP operating models Network design, segmentation, and APS/AI-enabled planning SCOR DS and DCM-based transformations grounded in execution 🔹 Executive Training & Capability Building Authorized ASCM training partner delivering SCOR DS, DCM, and CSCP workshops Hands-on facilitation of the ASCM Transformation Learning Program (TLP) Tailored workshops for supply chain, operations, and strategy teams Backed by 20+ years of experience with EY, Accenture, Booz Allen, and dozens of PE-backed companies, we bring senior-level thinking and sleeves-up execution — without the overhead.
- Website
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http://www.mgostrategy.com
External link for MG Operations & Strategy
- Industry
- Business Consulting and Services
- Company size
- 1 employee
- Headquarters
- Oakton, Virginia
- Type
- Self-Employed
- Founded
- 2022
- Specialties
- Operations Due Diliegence, Operations management, Strategy management, Merger & Acquisition, Supply chain management consulting, sourcing & procurement consulting, Business Process transformation, manufacturing process transformation, supply chain planning, supply chain strategy, post merger integration, supplier management, and Integration planning and execution
Employees at MG Operations & Strategy
Locations
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Primary
Get directions
11302 Waples Mill Rd
Oakton, Virginia 22124, US
Updates
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Hiring: HR Integration Lead (Contract) —lM&A Integration I'm leading the Integration Management Office for a confidential acquisition (~1,600 employees, multi-site North America) and need an experienced HR integration lead to own the HR workstream from pre-close through Day 1 and the first 100 days. What you'll own: • HR Day 1 readiness: payroll continuity, benefits transition, employment transfers, policies • Retention planning for critical talent and leadership communications support • Org design support and workforce data readiness (within clean-team protocols) • Onboarding the acquired workforce into new-owner HR systems and processes post-close Must-haves (please don't apply without these): - 3+ completed M&A integrations as the HR workstream lead — full lifecycle, pre-close planning → Day 1 → post-close execution - Hands-on Day 1 delivery: payroll/benefits cutover, employee comms, manager toolkits - Retention program design and change management in an acquisition setting - Comfort with pre-close information-sharing restrictions and sensitive-data protocols - Available immediately; ~4–6 month contract, remote with periodic travel (Midwest US) - Strongly preferred: cross-border acquirer experience (integrating a US workforce into a global parent); multi-site services environments. DM me or email mohannad@mgostrategy.com with 2–3 sentences on the integrations you've led and your role in each. #MandA #PostMergerIntegration #HR #PeopleIntegration #InterimTalent
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Hiring: Finance Integration Lead (Contract) M&A Integration I'm leading the Integration Management Office for a confidential acquisition (multi-site North America) and need a hands-on Finance integration lead to own the Finance workstream from pre-close readiness through Day 1 and the first 100 days. What you'll own: • Finance Day 1 readiness: banking, treasury, payroll funding cutover, ERP/close continuity • Pre-close integration planning within legal/clean-team guardrails • Month-1 close, consolidation, and reporting integration into the parent • Synergy baseline support and TSA identification Must-haves (please don't apply without these): - 3+ completed M&A integrations as the Finance workstream lead — not diligence-only, not one deal - Demonstrated experience running Finance integration end-to-end: pre-close planning → Day 1 cutover → post-close stabilization - Hands-on with Day 1 readiness checklists, TSAs, and first consolidated close under new ownership - Comfort operating under pre-close antitrust protocols (clean team / information-sharing rules) - Available immediately; ~4–6 month contract, remote with periodic travel (Midwest US) Strongly preferred: multi-site services or lab/industrial environments; PE-backed company experience. DM me or email mohannad@mgostrategy.com with 2–3 sentences on the integrations you've led and your role in each. #MandA #PostMergerIntegration #Finance #InterimTalent #PMI
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Another great PE procurement engagement
Another procurement engagement closed. Different platform, same pattern, and this time AI changed the economics of the work itself. Five operating companies, one PE-backed specialty construction roll-up. Outcome: $800K+ in confirmed annual run-rate EBITDA. At the multiples these platforms trade at, roughly $6-8M in enterprise value from procurement alone. Delivered solo, in weeks per category, on work that traditionally takes a team months. After 20+ years running these programs, here is what this one reinforced. 1. AI-augmented analytics found what no single company could see. I normalized thousands of invoice lines across all five entities and built a matched-SKU set: same product, same supplier, different operating company. AI accelerated the extraction, normalization, and fuzzy matching, then I built a live control tower dashboard so every finding traced to its source invoice. On one 25-SKU matched set, one OpCo paid 21-60% more than its sister for identical items. Not similar. Identical. The CEO and sponsor's reaction to seeing platform-wide pricing on one screen, evidence attached, told me analytics at this depth is still rare in the mid-market. 2. Price dispersion is a governance finding, not a buyer problem. Each company negotiated rationally within its own volume and history. Dispersion means no mechanism exists for the platform to buy as one. The fix is a standing structure, not a one-time renegotiation. 3. AI turned negotiation prep into a decisive edge. Across two spend categories and five national suppliers (a third, 50+ vendors, now scoped), I sat across from companies far larger than the platform. AI helped me build the negotiation packages: pressure-testing every ask against the invoice evidence, modeling supplier counter-scenarios before the meeting, and logging each supplier response so shifting explanations surfaced instantly. I walked in knowing my levers and their likely moves. Price was never the whole ask: I negotiated bid-length price protection, fee waivers, rebate transparency, and account structures that cut administrative friction. 4. "Confirmed" and "potential" never shared a slide. The platform CEO and CFO held me to one standard: every figure traceable to a named invoice or rate card, confirmed EBITDA never blended with conditional upside. AI speeds the analysis; the evidence discipline is human. Both matter. 5. Savings die without a governance reference that names owners. The final deliverable directed ownership across all five OpCos: spend management against new agreements, supplier performance, invoice audits against contracted rates, inventory accuracy. Negotiated rates are worthless if nobody checks the invoices. #Procurement #PrivateEquity #AI #Analytics #ValueCreation
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"A roadmap is not a longer list. It is a shorter one." That line landed hardest in a recent engagement with a global medical device leader. Their newly consolidated Supply Chain Center of Excellence asked a fair question: we have talented people, serious systems investments, and no shortage of initiatives. Why does transformation still feel slow? Over five days on site, I took their COE leads through the SCOR Digital Standard (SCOR DS): mapping their end-to-end value chain in industry-standard language, working exercises built on their own process documentation rather than generic examples, and running an ASCM maturity assessment across 27 focus areas. Three findings shaped their transformation roadmap: 1. A common language changed the conversation. Once Orchestrate, Plan, Order, Source, Transform, Fulfill, and Return meant the same thing to everyone in the room, ownership debates got shorter and decisions got faster. 2. Ownership, not capability, predicted maturity. Sorting the results showed a clean split: areas with a named owner scored high, areas that belonged to everybody scored low. Same organization, same people. The only variable was accountability. 3. The assessment produced over 100 valid recommendations. The real roadmap work was narrowing to a handful of programs, naming owners, and committing only the first 90 days in detail. Everything after that gets earned with evidence at a quarterly re-score. They did not leave with another initiative list. They left with an agreed baseline, a shared standard for how they describe their supply chain, and a disciplined path from 27 focus areas to a few chartered programs. If your transformation feels like a growing to-do list, the answer is rarely more analysis. It is fewer commitments, clearly owned. #SupplyChain #SCOR #ASCM #Transformation #OperationalExcellence #CenterOfExcellence
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Lessons learned from Carve-Outs and what actually taught me #carveout #m&A #seperationassessment #synergies #seperationplanning #day1readiness MG Operations & Strategy Mohannad H. Gomaa, FE, CSCP, PMP, CMAI
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Six weeks post-close, the CEO calls. Not to celebrate. To ask why three of their top five suppliers quietly raised prices right after the deal announcement. This pattern shows up more than PE firms want to admit. When suppliers find out a PE firm just bought the company, they do math: — New owner needs time to stabilize — Switching costs are high — Now is the moment to reprice This is 100% predictable. And 100% preventable if you run a supplier dependency map before you close, not after. It’s one of five blind spots I’ve seen detonate margin in the first 90 days of PE ownership. The others involve inventory, contract cliffs, missing S&OP infrastructure, and no integration playbook. I put it into a one-page framework, the PE Supply Chain Diligence Lens. If you’re a PE operating partner who’s lived this, I’d love to share it. Drop a comment or DM me. No strings. #PrivateEquity #SupplyChain #MergersAndAcquisitions #OperationalDiligence #ValueCreation
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MG Operations & Strategy reposted this
Supply chain value creation is having its biggest moment since lean manufacturing. And AI + Human Intelligence is the engine. AI didn’t change supply chain strategy. It changed the speed at which great strategy becomes real money. I’m currently engaged with several PE-backed platforms on exactly this and the results are validating what the data has been telling us for years. After 20+ years leading supply chain transformations across PE-backed and Fortune 500 companies, I’m focused on one thing: tying supply chain levers directly to EBITDA and enterprise value. Here’s what I’m seeing across four value drivers: IBP: Planning Against the Business Plan, Not Just the Forecast The real power of IBP isn’t forecast accuracy. It’s aligning operations execution to the financial plan — then driving profitability decisions in real time. AI now generates dynamic scenarios on the fly, removes constraints, and visualizes P&L and cash impact through live dashboards. You’re running your business in near real-time, not reviewing last month’s actuals. Inventory: SKU Optimization Across the Network We’re moving beyond static reorder points to dynamic, analytics-driven decisions: which SKUs to hold, where, and when to rationalize. Agentic tools make this operational not just analytical. The working capital impact is a conversation most PE operating partners aren’t having loudly enough yet. Procurement: Months of Work, Now Weeks What used to take 3–6 months; spend analysis, benchmarking, contract modeling, negotiation prep, I’m now completing in weeks. For PE post-close integration, speed to savings means faster value realization. Full stop. Cash-to-Cash Cycle Time: The Agentic Frontier This is where my work with OptiFlow AI has genuinely surprised clients. Running operating scenarios across payables, receivables, and inventory turns with agentic tools changes how you act on working capital. Most companies are leaving weeks of cash on the table right now. But here’s what nobody talks about: AI doesn’t automatically deliver results. The gap between “we have AI tools” and “we’re driving EBITDA with AI” is human intelligence and it’s still a skill. Knowing which model to use, how to verify outputs against operational reality, what’s missing from the logic, and how to translate results into decisions executives will act on that’s where experience becomes the multiplier. The firms winning on value creation aren’t waiting for the next planning cycle. If this resonates with what you’re seeing in your portfolio or organization, I’d enjoy the conversation. #SupplyChain #PrivateEquity #IBP #Procurement #WorkingCapital #EBITDA #AI #OperationsStrategy #ValueCreation #PostMergerIntegration
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Congrats Destiny Wright, CSCP ! Well done!
I am thrilled to announce that after two months of mental overload and emotional fatigue, I have earned the title of APICS Certified Supply Chain Professional (CSCP)! 🥳 I extend my gratitude to Mohannad H. Gomaa, FE, CSCP, PMP at MG Operations & Strategy for his guidance throughout this process, ensuring I entered the test center with the necessary knowledge and mindset to succeed. 😌👏🏽 I also want to thank my friends and family for their unwavering support and encouragement. You all truly motivated me to reach the finish line and I am so grateful. ♥️ With over 10 years of experience in the supply chain industry, managing sustainment for the U.S. Army and defense contracts, I decided it was time to level up. 🚀 My goal is to transition from sustainment to production, with a strong passion for remaining in leadership roles. Earning this certification is a crucial step toward achieving that target. I am eager to embrace this next chapter with an organization that shares a commitment to improvement and values talent ready to contribute. ✈️✨
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Value Is Not Found only in the Financials. It Is Engineered in Supply Chain & Operations As expectations around capital efficiency rise, many leadership teams are redisiting a fundamental truth: The financials don’t create value, they reveal how well the operating model is designed. Across integrations, scale environments, and performance resets, the same pattern consistently emerges: Top-line growth and bottom-line performance rarely break at the strategy level. They break inside execution. Consider where financial outcomes typically originate: When revenue grows but margins lag, the cause is often product mix, demand quality, or a supply chain forced to support complexity it was never built for. When cash tightens despite strong sales, inventory is frequently telling the story signaling forecasting gaps, planning instability, or a network absorbing volatility instead of managing it. When costs quietly expand, the drivers are usually operational: expediting, fragmented procurement, underutilized capacity, reactive logistics, or production environments chasing variability. None of these begin in the finance function. They begin in how the business plans, buys, makes, and moves. The organizations separating themselves in today’s environment understand this connection clearly. They read the P&L to evaluate mix and pricing quality. They read the balance sheet to understand inventory behavior and working capital discipline. They rely on cash flow to confirm that execution, not optimism, is funding the business. In that sense, supply chain and operations are no longer functional domains. They are primary instruments of enterprise value. Increasingly, advantage belongs to leadership teams that can translate financial signals into operational decisions early before performance forces the conversation. Strategy defines intent. Operations determine valuation. #supplychain #valuecreation #financials #EBITDA #growth #costsavings #COGS #ROI
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