Jim Wiesen

Managing Director, Restructuring

Jim Wiesen is a Managing Director with G2 Capital Advisors focusing on corporate and credit restructuring advisory. Jim has over forty years of financial advisory and interim management experience. His experience spans from middle market to Fortune 500 companies across several sectors. Over the years, his work has resulted in significant value creation for both institutional investors and companies.

In addition to his advisory role, Jim regularly serves in interim management positions. Over the last twelve years, he has taken on these roles for five companies, bringing hands-on leadership across a range of industries and business challenges. Jim served as CFO and then COO for a $300 million seafood manufacturer and distributor serving multiple U.S. channels of distribution for fresh, frozen, and value-added manufacturing products. He served as CFO for a $300 million 3PL logistics company providing dedicated warehousing, fleet services, and value-added assembly to large industrial companies and retailers in the U.S. and Canada.

Additionally, Jim was the CFO for a $650 million company that designs and markets premium audio brands sourced and manufactured in Asia and sold to major global markets.  He served as CFO for a $300 million retailer and its construction arm providing supplies and machinery to large industrial-scale growers and processors in the U.S. He was CFO for a $200 million manufacturer operating primarily in North America and Europe, offering high-precision, multi-cavity tooling, large-format molds, and rapid parts and prototyping for the life sciences and automotive industries. 

His specialties include interim management, operational restructuring, operational improvement, liquidity management, turnaround management, and company preparation for sale.

Jim started his career at Coopers & Lybrand (now PwC), consulting to both Fortune 500 companies and the middle market, including manufacturers and service companies in both the consumer and industrial sectors. In this position, he focused on finance, operations and process improvement for both business and manufacturing functions. Jim has worked on dozens of transactions directly with investors and management teams to lead turnaround and or pre/post-bankruptcy activities, specifically to restructure operations, improve profitability and cash flow, and in some cases, determine best path among strategic options. In several situations, creditors have asked Jim to evaluate options and represent their interests as interim CFO.

Increasingly, he is serving in interim roles as CFO or COO for a few months up to a few years, helping to reposition the company. Generally, the revitalized company is sold.

Jim served on the board of the leading U.S. provider of industrial rollers to the metals, converting, pulp and paper, nonwovens/textiles, graphic arts, and business machine markets. It was sold a few years ago.