Jeff
Wooding
Operating partner and interim CFO focused on how companies actually perform behind the numbers. Over 20 years building credible, executable turnaround plans across consumer products, retail, fleet management, gaming, and manufacturing, for businesses from $5B-plus public companies down to roughly $100M sponsor-backed portfolios.
Behind the numbers. Built to last.
Mr. Wooding is a Managing Director at Areté Partners, a special situations advisory firm providing independent fiduciary services with a strong bias to action and tangible value creation in rapidly evolving distressed situations. He focuses on how companies actually operate behind the numbers, building credible, executable plans that stakeholders buy into.
Over 20 years as a private equity operating partner, C-Suite executive, independent board member, and strategic advisor, Mr. Wooding has built a proven track record of identifying, managing, and implementing the operational and financial solutions that foster long-term strategic improvement and maximize value. He has worked across consumer products, retail, fleet management, gaming, and manufacturing, advising businesses ranging from public companies with more than $5 billion in revenue to sponsor-backed portfolio companies near $100 million. He has sat on both sides of the table, working with the decision makers of boards, management, equity owners, and lenders.
Mr. Wooding brings deep operational expertise in sales and operations planning (S&OP) development, inventory management, liquidity forecasting, cost-out programs, and revenue optimization. He has been involved in all aspects of the business lifecycle, from growth and reinvention through distress, formulating and executing strategic business plans, leading operational and financial turnarounds, strengthening cash and working capital, and managing the return to sustainable performance. His emphasis is on durable operational improvement rather than balance-sheet band-aids.
As a private equity operating partner, Mr. Wooding has partnered with sponsors and management teams across the portfolio lifecycle, from both buy- and sell-side M&A diligence and value-creation planning through operational execution and exit.
As an interim CFO and senior executive, he has stepped into companies under pressure to stabilize finances, install rigor around forecasting and reporting, and rebuild the operating cadence required to deliver results.
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