Steven W Sorensen | Board Director and Corporate Finance & Governance Executive

Steven W Sorensen | Board Director and Corporate Finance & Governance ExecutiveSteven W Sorensen | Board Director and Corporate Finance & Governance ExecutiveSteven W Sorensen | Board Director and Corporate Finance & Governance Executive

Steven W Sorensen | Board Director and Corporate Finance & Governance Executive

Steven W Sorensen | Board Director and Corporate Finance & Governance ExecutiveSteven W Sorensen | Board Director and Corporate Finance & Governance ExecutiveSteven W Sorensen | Board Director and Corporate Finance & Governance Executive
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Global Finance Transformation and AI Governance

Global Finance Transformation and AI GovernanceGlobal Finance Transformation and AI GovernanceGlobal Finance Transformation and AI Governance

 Executive leadership across capital allocation, transactions, technology, AI governance and cross-border growth. 

Executive Overview

Steven W Sorensen is a global finance and transformation executive with experience across capital formation, M&A, corporate finance, operational improvement and AI governance.  His work spans the United States, Asia and the Middle East, with a focus on complex situations where financial judgment, technology and cross-border execution converge.  His experience includes sponsor-backed and middle-market environments where capital allocation, operational transformation and technology-enabled value creation intersect. 



Areas of Focus

Capital & Transactions

Transformation & Value Creation

Transformation & Value Creation

 Cross-border capital, M&A, financing strategy and complex transaction execution. 

Transformation & Value Creation

Transformation & Value Creation

Transformation & Value Creation

Operational improvement, financial strategy and enterprise value creation. 

AI & Board Governance

AI & Board Governance

AI & Board Governance

Decision frameworks, oversight, risk and governance for AI-enabled businesses. 

Cross-Border Strategy

AI & Board Governance

AI & Board Governance

Growth, investment and stakeholder execution across the United States, Asia and the Middle East. 

Selected Thinking

Every Add-Back Becomes a 100-Day Question

Why execution-dependent EBITDA adjustments should carry an owner, cost, date and consequence into the 100-day plan. 

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The Investment Is Working. That Doesn't Mean It Still Deserves the Capital.

Why technology investments should be re-underwritten against today’s opportunity set, not yesterday’s approval case. 

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The Buyer Prices What the Board Deferred

How unresolved technology governance becomes M&A diligence risk, remediation cost and ultimately a question of valuation. 

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The Board Has Minutes. It Doesn’t Have a Decision Record

Why boards need decision records that preserve the assumptions, evidence, risk and review triggers behind major technology and AI investments. 

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The Board Approved a Thesis. It Didn't Schedule the Retest.

 Why boards should retest technology investment assumptions as evidence changes, rather than relying on a fixed governance calendar. 

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Experience

Asia & Cross-Border Capital

U.S. Transactions & Investment

U.S. Transactions & Investment

  Seven years in Shanghai and Hong Kong, with Mandarin proficiency and experience in cross-border investment and institutional relationships across Asia. 

U.S. Transactions & Investment

U.S. Transactions & Investment

U.S. Transactions & Investment

 Real estate finance, private equity, capital formation, M&A and complex transaction execution across the United States. 

Finance & Value Creation

AI Governance & Technology Strategy

AI Governance & Technology Strategy

 Leadership in the Office of the CFO across financial strategy, operational improvement, international growth and enterprise value creation. 

AI Governance & Technology Strategy

AI Governance & Technology Strategy

AI Governance & Technology Strategy

  Leadership across AI-enabled businesses, technology investment, board oversight and decision governance. 

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