University of Pennsylvania

Head Of Investor Relations at Fusion Fuel

• Defined corporate communications and investor outreach strategies; served as strategic counsel to CEO and CFO in shaping key messaging and strategic finance and capital markets approaches. 
• Managed investor and capital markets interactions; conducted quarterly earnings calls, developed quarterly and annual reports, press releases, website content, and investor presentations.
• Implemented investor relations CRM system; cultivated relationships with institutional investors, investment bankers, equity analysts, and cleantech media across Europe and North America.
• Formed the company’s ESG Committee and launched the development of its sustainability strategy roadmap, including the drafting and publication of its inaugural ESG disclosure.

Fusion Fuel

Head of Investor Relations; Board Secretary

• Negotiated acquisition of specialty coffeeshop located in Soho, NYC
• Directed all aspects of back-office operations including payroll, compliance, financial planning, and cash flow management

Green Ocean LLC (dba Ground Support Cafe)

Managing Partner

• Built model quantifying the financial impact of new technology integration on the cost of mine site closure and long-term operation; optimal case resulted in a 29% reduction in cost on an NPV basis.
• Facilitated workshops for senior executives of a publicly traded mining company to develop Vision of the Future and identify the capabilities and management systems required to activate strategy.

Stratalis Consulting

Engagement Manager, Innovation & Growth

• Developed investment thesis and pitch book for a blank check company focused on investment opportunities in energy logistics and distribution, resulting in successful close of $55 million IPO.
• Sourced and screened 30+ potential acquisition candidates based on quantitative and qualitative factors including competitive advantage, IP, addressable market, and projected future cash flows. 
• Led due diligence of an early-stage green hydrogen business; negotiated merger agreement and created roadshow materials; closed $25 million PIPE transaction and SPAC business combination.
• Diligenced early-stage flow battery startup; assembled equity syndicate for $2 million seed round; served on Board of Directors for two-year term; company recently completed Series A round.

HL Acquisitions

VP of Business Development

• Developed an activation roadmap to operationalize and communicate our strategic objectives for the Financial Services Consulting practice. Worked with leadership to define the capabilities, governance model, and timeline required to execute on each implementation initiative.
• Designed and presented business cases to the Financial Services Consulting leadership team for two ‘Big Bet’ growth initiatives aimed at driving $1B in incremental revenue by FY23.

Deloitte

Senior Consultant

• Spearheaded the design and coordination of 50 C-Suite interviews at 25 leading financial institutions to develop an integrated perspective on the future of the financial services industry.
• Created a methodology to size the financial services consulting market and assess Deloitte’s competitive positioning to help the define the ‘where to play’ choices for the Financial Services Consulting practice.
• Supervised a team of junior staff in analyzing interviews with Deloitte’s Tax partners to synthesize investment and go-to-market priorities; presented recommendations to the Tax Executive Committee.
• Redesigned the service delivery optimization model for Deloitte Audit’s private client segment, unlocking a projected 7.5% improvement in project profitability.
• Analyzed emergent technology and human capital trends to create four divergent scenarios characterizing the professional services market in 2025; presented the organizational and operational implications of each scenario to Deloitte’s Chief Transformation Officer

Consultant

• Built segmentation analyses on internal performance metrics to assess key drivers of variance across core Financial Advisory service lines, and identify opportunities for alternative go-to-market strategies.
• Organized workshops with internal stakeholders to gather operational insights in support of a firm-wide cost efficiency initiative; proposed guidance that yielded a $200MM reduction in overhead.
• Identified opportunities to transform the traditional Audit service delivery model through technology implementation and business process management to reduce cost and drive strategic differentiation.

Benjamin Schwarz