Drives value creation through operational leadership, strategic M&A and capital allocation for growth-oriented companies across energy, industrials and financial services. Scott Ferguson brings operating executive background and investment experience to board and C-suite roles, directing portfolio optimization, cost transformation and revenue expansion initiatives. He is active in arranging debt and equity financing, vendor restructurings and cross-border transactions, and frequently engages with institutional investors and lenders on exit planning and governance improvements.
Drives value creation through operational leadership, strategic M&A and capital allocation for growth-oriented companies across energy, industrials and financial services. Scott Ferguson brings operating executive background and investment experience to board and C-suite roles, directing portfolio optimization, cost transformation and revenue expansion initiatives. He is active in arranging debt and equity financing, vendor restructurings and cross-border transactions, and frequently engages with institutional investors and lenders on exit planning and governance improvements.
Prioritizes operationally-driven value creation through hands-on capital allocation, strategic M&A and active portfolio management, with sector emphasis on energy, industrials and financial services. Seeks control or board-level roles to execute cost transformation, revenue expansion and balance-sheet optimization, combining disciplined use of leverage with vendor restructurings and targeted growth financing. Investment decisions favor complex, cross-border situations where governance upgrades, exit planning and stakeholder coordination unlock asymmetric returns over a medium-term horizon. Risk management is pragmatic: preserve cash-flow, align incentives, and accelerate operational fixes to de‑risk realizations.
Prioritizes operationally-driven value creation through hands-on capital allocation, strategic M&A and active portfolio management, with sector emphasis on energy, industrials and financial services. Seeks control or board-level roles to execute cost transformation, revenue expansion and balance-sheet optimization, combining disciplined use of leverage with vendor restructurings and targeted growth financing. Investment decisions favor complex, cross-border situations where governance upgrades, exit planning and stakeholder coordination unlock asymmetric returns over a medium-term horizon. Risk management is pragmatic: preserve cash-flow, align incentives, and accelerate operational fixes to de‑risk realizations.
| Trades 561 | Longs Won 264/561 47% | Profit Factor 2.36 |
| Profitability | Shorts Won 0/0 0% | Standard Deviation $39.33M |
| Average Win $19.59M | Best Trade (Jul 09) $361.35M | Sharpe Ratio -23.68 |
| Average Loss -$7.37M | Worst Trade (Dec 31) -$400.6M | Z-Score -7.04 (100%) |
| Commissions $0 | Avg. Trade Length 10m 4d | Expectancy $5.32M |
| 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% | 0.2% | 5.34% |
| Consecutive Losing Trades | 552 | 496 | 441 | 386 | 331 | 276 | 221 | 165 | 110 | 55 |