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

Cross-border capital, M&A, financing strategy and complex transaction execution.
Operational improvement, financial strategy and enterprise value creation.
Decision frameworks, oversight, risk and governance for AI-enabled businesses.
Growth, investment and stakeholder execution across the United States, Asia and the Middle East.
Why execution-dependent EBITDA adjustments should carry an owner, cost, date and consequence into the 100-day plan.
Why technology investments should be re-underwritten against today’s opportunity set, not yesterday’s approval case.
How unresolved technology governance becomes M&A diligence risk, remediation cost and ultimately a question of valuation.
Why boards need decision records that preserve the assumptions, evidence, risk and review triggers behind major technology and AI investments.
Why boards should retest technology investment assumptions as evidence changes, rather than relying on a fixed governance calendar.
Seven years in Shanghai and Hong Kong, with Mandarin proficiency and experience in cross-border investment and institutional relationships across Asia.
Real estate finance, private equity, capital formation, M&A and complex transaction execution across the United States.
Leadership in the Office of the CFO across financial strategy, operational improvement, international growth and enterprise value creation.
Leadership across AI-enabled businesses, technology investment, board oversight and decision governance.