Selected work

What the work has looked like.

Anonymized examples of decisions, transactions, operating systems, and leadership transitions Mallet supported before founding VMBARS.

Explore the work

A necessary distinction

These examples are drawn from Mallet Y. Njonkem’s prior investment and portfolio-company work. They are not represented as VMBARS client engagements. Company names and certain details have been withheld to preserve confidentiality.

Evidence of experience

The problem. The contribution. The result.

Each example separates what Mallet did from what can reasonably be said happened afterward. Where the record supports experience but not causation, the language says so.

Leadership transition

Preparing a founder-led company for its next CEO

The situation

A founder-led, healthcare-focused company was preparing for a consequential leadership transition. The challenge extended beyond recruiting: the founder’s vision had to become a clear mandate for the next leader and the organization around them.

Mallet’s contribution

Developed the successor role specification and required competencies
Supported competency-based interviews and talent assessment
Helped shape the executive-team design and incoming CEO onboarding
Built first-100-day priorities and a CEO scorecard

What followed

The founder transitioned leadership to the selected successor, who remains CEO today.

The continuing tenure is an observable outcome. It is not presented as proof that this work alone caused the successor’s performance.

Liquidity and financing

Making cash needs visible before a refinancing

The situation

A global business-services company needed clearer visibility into liquidity, operating efficiencies, and the financial consequences of its plans.

Mallet’s contribution

Built a cash-flow model to forecast liquidity needs
Identified potential cost-saving initiatives and operating inefficiencies
Translated operating assumptions into financing implications
Supported coordination across company, lender, and legal stakeholders

What followed

The company completed a refinancing that reduced debt-service obligations and improved financial flexibility.

No quantified savings or sole-causation claim is made here.

Acquisition and ownership

Connecting acquisition underwriting to the ownership plan

The situation

A multi-line professional-services company required an investment model that could accommodate distinct business lines, acquisitions, leverage assumptions, and operating scenarios.

Mallet’s contribution

Constructed a dynamic operating model by business line
Built the acquisition and financing model
Tested valuation and return sensitivities
Later assessed divestiture opportunities and facilitated commercial introductions

What followed

The acquisition closed, and the analysis continued to support portfolio-shaping decisions after the transaction.

The case does not claim that a proposed divestiture occurred or that an introduction generated revenue.

Incentive design

Testing management incentives in a physician-led platform

The situation

A growing physician-services organization needed to evaluate how a management incentive structure would affect leadership, ownership, and the company’s growth plan.

Mallet’s contribution

Analyzed potential management incentive structures
Modeled financial implications for management and investors
Prepared materials for in-person management diligence
Translated the analysis into decision-ready presentations

What followed

The analysis informed incentive-plan discussions in connection with a completed acquisition.

This is selected transaction experience, not a claim that a specific recommendation was implemented.

Portfolio governance

Keeping recurring ownership work decision-ready

The situation

A data and insights company required recurring coordination across portfolio reporting, ownership records, financing arrangements, and outside advisers.

Mallet’s contribution

Oversaw portfolio reporting, cap-table work, and financial modeling
Served as a primary contact for lawyers and lenders
Coordinated corporate and financing matters
Managed an associate supporting the work

What followed

The work maintained the information and coordination required for recurring ownership and financing decisions.

This example demonstrates operating responsibility rather than a singular business outcome.

A decision that shaped VMBARS

The model can be correct and the decision incomplete.

In one prior assignment, Mallet modeled a large workforce action and its potential annual savings. The analysis captured earnings, liquidity, leverage, and owner value. It did not fully capture employee disruption, workload transfer, morale, execution risk, or lost institutional knowledge.

The model may be correct. But is the decision complete?

That gap is part of what VMBARS is built to confront: who creates the value, who receives it, who carries the cost, and what evidence would show whether the decision actually worked.

Bring a challenge

What decision or system needs clearer evidence?

VMBARS works with organizations and selected individuals on consequential decisions, strategic and operating systems, growth, stakeholder alignment, and execution.

Work with VMBARS