About Deal Value Creation:

Mergers and Acquisitions (M&A) are Viral strategic levers to enhance the value of a business-whether to generate growth, enhance capabilities or reduce operational costs.

Increased disruptions, industry convergence, technological changes and the dramatic shift to new business models to stay competitive means that value creation in deals has never been more crucial. Where the bar getting higher and deals becoming more complex and expensive, creating deal value in M&A is more challenging than ever.

Many deals fail to achieve their original financial or strategic objectives or, in many cases, tend to even minimise value, as companies are ill-prepared for the speed and intensity of the deal process. As businesses around the world continue to adapt to unique challenges, the traditional view of value optimisation in a deal is due for an overhaul - Creating value in today's market requires a broader, bolder perspective.

Skillset:

Project Leadership - lead project teams comprising of colleagues from across organization to successful project execution (Target execution of 1 to 3.5cr)

Business and Commercially Driven - work effectively in a fast-paced, exciting environment with strong business acumen to drive value to our clients.

Business Development - support and lead various client pursuits to at least 2 Cr. per year in team sales leveraging your relationships and network

People Development - coach, mentor, and develop team members to enable achievement of their career goals.

Building Relationships - build strong working relationships with senior clients, including influencing, advising, and supporting key decision makers.

Innovation - Develop and support thought leadership and intellectual capital.

Core Deal value creation Role & Responsibilities:

Leadership in PMI / Carve Out Transformation:

- Lead large-scale, complex PMI/Carve Out projects involving multiple stakeholders and managing cross functional complexities.

- Develop and implement execution plans that align with overall transformation objectives and drive value creation.

- Cultivate a culture of adaptability, agility, and innovation within the organization.

- Make strategic decisions regarding technology adoption, investment, and resource allocation.

M&A Transaction Execution:

- Oversee pre and post-deal activities, including leading operational and carve out due diligence engagements / synergy assessments.

- Play a pivotal role in merger integrations, carveouts, and transformation engagements.

- Collaborate with cross-functional teams to ensure successful execution of integration plans and operational improvements.

Project Management:

- Maintain acceptable pace of work, balance project priorities with respect to personal commitments and delivers high quality work

- Lead the project management operations during merger integrations, carveouts, and transformation engagements.

- Take ownership and accountability of project delivery and team capability development

- Manage project risks effectively and ensure timely resolution

- Break down silos and foster collaboration across various functions within the organization.

Stakeholder Management:

- Communicate findings and recommendations to stakeholders, ensuring alignment with strategic goals.

- Foster relationships with clients to understand their needs and drive impactful outcomes.

- Inspire, empower, and guide teams towards a future where innovation and adaptability are the cornerstones of success.

- Advocate for and embody a mindset of adaptability, agility, and innovation.

Organization readiness in a post deal integration:

- Understand the integration vision and strategy in the deal objective

- Collaborate with business executives, leaders and internal firm stakeholders to identify integration design choices and guiding principles

- Identify the target operating model, organization and governance model for the consolidated entity

- Evaluate the considerations for organization readiness for interim and desired end state (Day 1 and Day 100 plans)

- Establish Day 1 / Day 100 checklists and workplans

- Lead the Integration Management office (IMO) for end-to-end program management of workstreams involved in the Integration process

Carve-out and divestitures:

- Develop the separation strategy and assess the separation readiness

- Evaluate financial and operational dependencies on the parent entity

- Identify the operating model, organization and governance model for the standalone entity

- Evaluate the considerations for organization readiness for interim and desired end state (Day 1 and Day 100)

- Establish Day 1 / Day 100 checklists and workplans

- Lead the Separation Management Office (SMO) across the workstreams

- Assess the TSA requirements, prepare TSA schedules, TSA costing and TSA exit strategies

- Cost modelling for one-time and recurring costs due to separation (stranded cost, standalone costs etc.)

- Define overall separation road map

Synergy / dis-synergy assessment & delivery:

- Identify areas of potential synergies / dis-synergies and establish the degree of integration required

- Define road map for delivery of synergies and advise on synergy benefits tracking

- Work with functional leads on Synergy realization

Communication:

- Lead key leadership meetings by clearly setting the agenda and summarizing next steps

- Narration and story building capability to communicate findings to clients in effective manner

- Engage audience by projecting self-assurance and adapting style when needed

- Communicates persuasively when needed and influence others into action