Sudhir Nemani
Hyderabad,TG
Summary
Self-directed and resourceful rofessional with 18 years of experience successfully organizing, managing and delivering cross-functional projects. Influences and guides at executive-level while structuring and executing complex analyses to support strategy in fast-paced and evolving environment. Excellent influencer and relationship builder with growth mindset and strong communications skills to summarize and present topics effectively to wide audience.
Analytical professional with strong background in financial modeling and risk management. Skilled in providing financial consultations and solutions for businesses of all sizes. Astute candidate develops new strategies and processes to optimize financial operations.
Overview
19
19
years of professional experience
Work History
Chief of Staff, Head M&A and Strategy
MS Agarwal Foundries
Hyd
08.2023 - Current
- Facilitated annual strategic planning for building multi-year plan (3-year view) and operating plan (next-year view)
- Established clear goals and metrics (OKRs – Objectives and Key Results) for MSAF and overseen their delivery
- Identified and governed investments needed to grow MSAF and related hiring needs
- Leading materials for Quarterly Business Reviews (QBRs) with CEO, and for meetings with Executive Committee, Board of Directors, Shareholders, Client Advisory Board and other groups
- Managing a team to oversee ongoing development and enhancement of Business Intelligence to facilitate executive decision making
- Driving budget management (w Finance); Managing employee performance and compensation planning processes (w HR); Leading Employee communications
- Implementing best practices, policies, and cross organization aimed at creating organizational efficiency, effectiveness, and improved client experience
- Lead identification and acquisition of INR 70 crores (~$9M) Copper and Bronze plant to help diversify from Steel
- Helped setting up Family Fund for the group to manage private investments for the family.
- Aligned departmental goals with overall company vision, ensuring cohesive progress towards shared objectives.
- Oversaw change management initiatives, minimizing disruption while maximizing positive outcomes during periods of transition.
- Led crisis-management efforts during unexpected challenges; mitigating potential negative impacts on business operations.
Sr. Vice President (VP – 2) – India Strategy
State Street India
Mumbai/Hyd
12.2016 - 07.2023
- Part of core team that led the initial review and negotiations for the consolidations of JVs (Syntel and HCL) in India to increase the footprint of India GIC to 24K employees from 7K
- Also led delivery of metrics across GD teams in India to produce a weekly report highlighting key product delivery metrics
- Closely worked with JV heads and SS management on SLA reclassifications to ensure the SLAs track the appropriate KPIs - in line with Client predictive metrics and client agreed quality
- Led and successfully completed individual productivity metrics of ~9k employees at Global delivery
- 100% GD staff productivity metrics achieved for GIC and JVs
- Spearheaded the special initiative on MDM (Market Data Management)
- Led the cost-benefit analysis of MDM expenditure at GD level ($209M) and proposed areas of cost reduction ($34M) through contract negotiations and in-house tool utilization
- Successfully led and closed the SSIPL – SSCSM slump sale process, whereby a total of 558 FTEs along with assets were transferred to the State Street corporate services Mumbai legal entity using work force valuation methodology
- Acted as a key resource across the organization to increase broad cohesion by interacting with all the internal/external stakeholders for the timely closure of the BTA
- Managed the successful completion of SSCSM Material entity designation
- Interacted with counterparts from Legal, RRP, and senior management to ensure the project completed ahead of the timeline
- Helped set up of BLR and HYD offices of SS India, along with successfully managing global footprint strategy of transitioning 6K employees into India HUB from 2017-2019
- Led the efforts of managing real estate across offices in India through initiatives such as effective hot-seating, leave shrinkage and leveraging time zone advantage
- Single handedly led the complete India budgeting process for 7000+ employees incorporating migrations savings, process re-engineering savings and productivity savings across the organization.
- Hired and managed employees to maximize productivity while training staff on best practices and protocols.
- Cultivated positive relationships with employees by implementing monthly ID8 events to resolve issues, provide feedback and brainstorm.
Associate Director, Management Consulting- PE, BFSI
EY - Parthenon
UAE/GCC, Kochi
01.2009 - 03.2013
- Led Strategy & Business Transformation engagements, implemented large scale transformation projects and proposals, developed corporate and market entry strategy, primary market research and assessment across industries such as Consumer Durables and Goods, O&G, FS, Industrials etc
- Worked closely with the Service Leader (Partner) in helping grow the competency, identify and execute the go-to-market approach and client coverage
- Led and managed large scale cross functional projects and operational transformation
- Analyzed and provided recommendations to client personnel on strategic initiatives and transformations
- Monitored and supervised the team of transformation specialists working across a range of clients
- Driven business development, build and grow the pipeline
- Collaborated with other competencies to identify cross team offerings
- Built strong internal relationships with EY Consulting Services and with other services lines across the organization
- Seconded to PE firm (MB Group) based out of Muscat, Oman and was responsible for valuing various stages of PE deals including acting as board observer for few invested companies.
- Led teams of up to 15 personnel, supervising daily performance as well as training and improvement plans.
- Fostered a culture of continuous improvement by encouraging staff to share innovative ideas and providing resources for professional development.
Principal, Consulting
PwC – Booz consulting
Mumbai/GCC
04.2014 - 11.2016
- Focus on Market entry /exit strategies, Business & Finance transformation, Process improvement and change management for clients to deliver tangible benefits
- Actively engaged with CEO, CXOs to understand pain points perform diagnostics and provide optimum solutions
- Designed and delivered solutions and strategies that drive transformations and achieve business objectives
- Designed and implemented business solutions that drive industry, function and technology transformation
- Define strategy and actions needed to achieve client business objectives
- Helped design new business processes based on customer requirements
- Analyzed current state and designed new processes and solutions leveraging established methods, tools, and assets
- Implement programs and interventions that prepare the organization for change.
- Managed large-scale projects, ensuring timely completion within budget constraints.
- Delivered exceptional presentations for C-level executives, showcasing project progress and results.
Associate - Investment Banking Division
HSBC
Mumbai/US, Europe
06.2007 - 12.2008
- Developed various types of financial models to value debt and equity for mergers, acquisitions, and capital raising transactions
- Performed various valuation methods – comparable companies, precedents, LBO and DCF
- Developed recommendations for product offerings, private equity transactions, mergers and acquisitions, and valuations
- Conducted preparation and review of materials used in the financing of clients, including investment memoranda, management presentations, and pitchbooks
- Developed relationships with new and existing clients in order to expand the business
- Performed due diligence, research, analysis, and documentation of live transactions
- Established a reputation for excellence in delivering high-quality work under tight deadlines, earning recognition and promotions within the firm.
- Facilitated smooth deal closings by effectively coordinating between internal teams, clients, and external advisors.
- Cultivated client relationships through high levels of direct communication to maintain customer loyalty.
Financial Management Program
GE
Hyderabad, Finland, Italy
12.2005 - 05.2007
- Part of the prestigious 2-years 4-rotational finance management program of GE.
- Streamlined processes for increased efficiency, resulting in improved project timelines and overall productivity.
- Achieved successful outcomes in assigned projects by collaborating closely with cross-functional teams and stakeholders.
- Implemented data-driven decision-making processes to guide strategic planning efforts within the Leadership Development Program.
Education
Harvard Business School - Exchange
04.2014
MBA -
Indian School of Business
04.2014
Institute of Cost Accountants of India
06.2006
Institute of Chartered Accountants of India
11.2004
Skills
- Strategic leadership
- Business Planning
- Business Transformation
- Strategic plans
- Valuation Techniques
- Project evaluation
- Corporate finance
- Investment performance analysis
- Financial Modeling
- Project Leadership
- Due diligence
- Cross-Functional Teamwork
- Relationship Building
- Results Orientation
- Ethical Leadership
Extracurricularandotherinitiatives
Extensive cross-cultural leadership experience in 35 countries and 3 continents of the US, Europe, and Asia. Six Sigma green belt certificate
Selecteddealexperience
- Worked closely with a leading apparel company in India in their transformation journey. Prepared multi-year transformation strategy. The company's revenue grew from $650M to $800M and projected to hit $1B in 2020. The stock price increased from INR 675 to INR 850.
- Prepared $200 Million Market Feasibility and Business plan for an Insurance giant, Riyadh, Saudi Arabia. Led cross-order teams to develop market study, business plans, financial models, and capital infusion strategies. Presented the final report to SAMA and helped company win the license.
- Led the transformation of a leading financial services firm. Created a multi-year transformation model that cut costs by more than $200M. Redefined the firm's strategy and helped it win the loyalty of both core and new customers. The company regained its financial footing and saw its stock price skyrocket.
- Worked with a global leader in power products and automation to expand its service business. Helped the company pursue a new business unit strategy that resulted in a completely revamped service program capable of meeting the full spectrum of growth opportunities within services.
- Actively participated in 18% Strategic Acquisition of Nautilus Minerals, Canada for CN $18 Million. Collaborated with CEO and CFO to determine key priorities for acquisitions and partnership deals. Guided analysts to develop comprehensive valuation and pro forma analysis. Recommended attractive opportunities to the Board.
- Developed new pricing and bidding strategy for a Middle Eastern oil field service operator. Company subsequently rose to 2nd place in national market, with an increase in stock value of 40% over the implementation period.
- Managed MBPS Petroleum's $320 Million Senior Bond Issue on Luxemburg exchange. Assisted road shows, investor calls, and led associates to select appropriate comparables for credit analysis. Also worked closely with investment banks and consulting majors on a potential $200 - 250 Million IPO for one of the group companies.
- Assisted GCC Market entry strategy for a Pharma major. Created a series of pitch books, performed extensive financial and market analysis, and helped company successfully partner with Khimji pharmacy in Muscat, Oman.
- Led delivery of growth strategy and 5-yr business plan development for leading Egyptian logistics and warehousing company. Evaluated Shell Australia's $3.1 Billion Acquisition of Arrow Energy along with China National Petroleum. Worked on preparing a 5-yr business plan and turnaround strategy for an Indian steel player struggling with negative EBITDA.
Timeline
Chief of Staff, Head M&A and Strategy
MS Agarwal Foundries
08.2023 - Current
Sr. Vice President (VP – 2) – India Strategy
State Street India
12.2016 - 07.2023
Principal, Consulting
PwC – Booz consulting
04.2014 - 11.2016
Associate Director, Management Consulting- PE, BFSI
EY - Parthenon
01.2009 - 03.2013
Associate - Investment Banking Division
HSBC
06.2007 - 12.2008
Financial Management Program
GE
12.2005 - 05.2007
Harvard Business School - Exchange
MBA -
Indian School of Business
Institute of Cost Accountants of India
Institute of Chartered Accountants of India