Diego Gamboa

Diego Gamboa guides clients in the telecom, media and technology (“TMT”) industry through their most complex issues. Mr. Gamboa has nearly 20 years of experience advising companies through transformational initiatives, including M&A integration, divestitures, EBITDA improvement and functional optimization, notably within software research and development (“R&D”) and product development. His main areas of focus are product strategy, engineering effectiveness and product development operating model design.

Mr. Gamboa has led multiple performance improvement, integration and separation engagements for clients across the TMT space. He has worked with companies to identify and execute on operational improvement opportunities in areas such as R&D, product development, shared services and corporate functions, developed product and pricing strategies. In addition, he has worked with go-to-market teams to unlock growth.

Mr. Gamboa has advised clients in multiple cost-reduction programs, with values between $100 million and $10 billion. Throughout his engagements, he focuses on ensuring clients achieve operational and financial goals while enabling strategic priorities and growth aspirations. Mr. Gamboa has also guided clients through post-merger integration activities, separation of key business units into standalone companies and operating model transformations.

Prior to FTI Consulting, Mr. Gamboa was part of AlixPartners’ TMT practice and KMPG’s supply chain and operations practices.

Mr. Gamboa’s key client experience includes Bally’s Interactive; Cerner (acquired by Oracle); Oath (formerly “AOL/Yahoo”); Real Chemistry; Scientific Games; Smartly; Symantec; and Verizon.

Relevant Experience:

• Designed and implemented a product development operating model for a $1 billion iGaming and casino provider; resulted in 20% cost savings and an increase in customer-facing feature development

• Led assessment for a SaaS social advertising platform to define product strategy, design a R&D (product and engineering) operating model and define the go-forward talent strategy to meet the ideal cost profile of the business

• Designed and implemented a R&D portfolio management process for a $28 billion electronic healthcare records company; resulted in more than $100 million in cost out and a streamlined process connecting strategy to execution

• Led the transformation management office for a large U.S. telecom operator to identify and track more than $10 billion in cost reduction across all functions to be invested in its 5G roll out; developed savings tracking infrastructure, initiated formal governance process and identified approximately $300 million in savings

• Executed a $10 million cost out program across corporate functions for an advertising and technology company in the healthcare space

• Led synergy assessment and Day-One planning for a $4 billion company merger in the media and advertising tech (“AdTech”) space; resulted in $80 million in savings in select external spend categories (e.g. contingent labor and contractors)

• Led separation readiness activities for a $7 billion carveout for a company in the gaming technology industry to operate as a standalone business; developed a corporate function gap assessment and modeled a new company cost base; developed and executed separation plan, leading to Day-One readiness

• Performed multiple operational due diligences in the health tech and other software spaces for various private equity funds