Senior finance executive and corporate strategist with extensive experience in private equity-backed carve-outs, M&A and FP&A in middle-market industrials and services. Krista M. Ketelsen has led transaction diligence, post-acquisition integration and budgeting cycles; known for driving margin improvement, cost restructuring and operational KPIs. Typical investor counterpart to growth buyouts and restructuring situations; profile useful to buy-side deal teams evaluating management depth and value-creation plans.
Senior finance executive and corporate strategist with extensive experience in private equity-backed carve-outs, M&A and FP&A in middle-market industrials and services. Krista M. Ketelsen has led transaction diligence, post-acquisition integration and budgeting cycles; known for driving margin improvement, cost restructuring and operational KPIs. Typical investor counterpart to growth buyouts and restructuring situations; profile useful to buy-side deal teams evaluating management depth and value-creation plans.
Focuses on operationally driven, value‑creation investing in middle‑market industrials and services, prioritizing transactions where hands‑on governance and rigorous FP&A can unlock margin expansion. Prefers private equity‑style buyouts, carve‑outs and turnaround situations with clear levers for cost restructuring, working capital optimization and KPI‑led integration. Capital allocation favors disciplined, milestone‑linked deployments and short‑to‑medium term horizons tied to execution of restructuring plans. Decision making is data‑centric, diligence‑heavy and oriented toward measurable operational outcomes.
Focuses on operationally driven, value‑creation investing in middle‑market industrials and services, prioritizing transactions where hands‑on governance and rigorous FP&A can unlock margin expansion. Prefers private equity‑style buyouts, carve‑outs and turnaround situations with clear levers for cost restructuring, working capital optimization and KPI‑led integration. Capital allocation favors disciplined, milestone‑linked deployments and short‑to‑medium term horizons tied to execution of restructuring plans. Decision making is data‑centric, diligence‑heavy and oriented toward measurable operational outcomes.
| Trades 421 | Longs Won 328/421 77% | Profit Factor 19.33 |
| Profitability | Shorts Won 0/0 0% | Standard Deviation $633,639.83 |
| Average Win $158,962.56 | Best Trade (Jul 10) $10.09M | Sharpe Ratio -11.87 |
| Average Loss -$29,001.67 | Worst Trade (Jul 13) -$725,849.39 | Z-Score 14.7 (100%) |
| Commissions $0 | Avg. Trade Length 1y 2m 3d | Expectancy $117,440.77 |
| Loss Size | 100% | 90% | 80% | 70% | 60% | 50% | 40% | 30% | 20% | 10% |
| Probability of Loss | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% |
| Consecutive Losing Trades | 8,850 | 7,965 | 7,080 | 6,195 | 5,310 | 4,425 | 3,540 | 2,655 | 1,770 | 885 |