Nabil Farhat
Mergers & Acquisitions Specialist
Strategic business leader with 20+ years of experience propelling organizational growth and business transformation through M&A, operational excellence, and executive leadership.
Professional Summary
Strategic business leader with 20+ years of experience propelling organizational growth and business transformation. Adept at optimizing operations, cultivating high-performing teams, and executing strategic initiatives that deliver measurable results.
20+ Years
Executive Leadership Experience
Global MBA
George Washington University
Multilingual
English, Arabic, French
Published Author
Industry Thought Leader
Work Experience
Two decades of driving organizational excellence and strategic growth
Mergers and Acquisitions Specialist
Seventh Economy
Philadelphia, PA
Lead strategic acquisition initiatives for a firm providing comprehensive business services including brokerage, valuation, digital marketing, and turnaround management.
- Conduct thorough business valuations and financial analyses
- Develop integration strategies that maximize operational synergies
- Provide expert guidance on complex business transformations
Independent Day Trader
Farhat Investment Group, LLC (FIG)
Holland, PA
Utilize strategic financial analysis and market evaluation techniques to navigate investment portfolio.
- Execute data-driven investment strategies across diverse market sectors
- Apply risk management principles to optimize investment performance
Executive Vice President
Lending Capital Group, Inc.
Southampton, PA
Developed and implemented comprehensive business strategies to drive growth and profitability.
- Oversaw all aspects of operations including finance, sales, marketing, and HR
- Implemented performance metrics and KPIs to measure departmental success
- Pioneered innovative technologies to streamline processes and enhance productivity
Executive Director - District Manager
US Mortgage Corporation
Newtown, PA
Mentored high-performing professionals, yielding 40% growth in regional production.
- Established business partnerships that generated new revenue channels
- Revolutionized service delivery processes, slashing turnaround times by 25%
- Instilled a "Make everything Fantastic!" company culture
Executive Vice President
Seckel Capital LLC
Newtown, PA
Led strategic business development initiatives resulting in significant revenue growth.
- Built and managed high-performing teams, improving productivity by 30%
- Multiplied sales by a factor of 9X in just two years
- Established key strategic partnerships
Chief Strategist
Integrated Financial Group
Newtown, PA
Led business process optimization initiatives that significantly improved operational efficiency.
- Provided strategic guidance at critical organizational inflection points
- Developed growth strategies and optimized key processes
- Ensured realization of anticipated value from mergers and acquisitions
Core Competencies
Comprehensive expertise across strategic leadership, operations, and business transformation
Strategic Leadership
Business Development
Operations & Management
Industry Expertise
Education
Global business education foundation
Global MBA (Master of Business Administration)
The George Washington University
Washington, DC
September 1999 - June 2001
International Business/Trade/Commerce
Bachelor's Degree
Ecole Supérieure de Commerce de Tunis (ESC)
Tunis, Tunisia
September 1995 - June 1999
International Business/Trade/Commerce
Publications
Industry thought leadership and strategic insights
April 2017
QA/QC/COMPLIANCE - THE DIFFERENCE
At its core, quality assurance (QA) is systemic failure prevention, whereas quality control (QC) is a failure-detection system. Emphasizing QA does not eliminate the need for QC.
February 2012
"EXECUTION" IS THE WORD
Top producers simply will not stand for anything less than outstanding execution from their lenders in all areas of processing and operations.
February 2012
2012 STRATEGIC MORTGAGE INDUSTRY HIRING OUTLOOK
The mortgage industry is on the verge of a new chapter, characterized by lower overall production volumes relative to years past, greater compliance burdens and lower product-based differentiation.
January 2012
THE NEED FOR A CHIEF STRATEGIST
This paper discusses companies' need for a strategy management executive – one of the cornerstones of effective performance management.
January 2012
ALIGNING INITIATIVES, METRICS, PEOPLE, AND TASKS WITH CORPORATE GOALS
To manage corporate performance more effectively, companies need to move from defining and managing projects to first defining overall corporate strategy.
Let's Connect
Open to discussing strategic opportunities, M&A initiatives, and business transformation projects