From Crisis
to Sustainable
Growth

A second-generation steel manufacturer with strong cashflows but disorganised governance sought PE investment for capacity expansion. Investors were interested but unwilling to proceed without visible management structure and a credible growth narrative.

Full governance diagnostic, separated family roles from operational leadership, built the investor narrative — financial story, management deck, and a three-year operating plan with KPIs. Prepared the team for diligence over four months.

PE round closed within six months. Board constituted with independent directors. Promoter family retained majority ownership while unlocking significant growth capital.

Founding promoter wanted to exit a profitable regional distribution business over three years. No family succession existed and the business was not transaction-ready — no valuation framework, no sale preparation.

Mapped value drivers and gaps. Built a value enhancement plan, drafted the sale information memorandum, shortlisted strategic acquirers, and supported negotiation from term sheet to close — protecting the promoter throughout.

Sold to a strategic acquirer above initial valuation expectations. Clean transaction with structured earnout. Promoter retained an advisory role through the transition period.

A mid-sized textile manufacturer with three plants was experiencing declining margins despite stable volumes. No KPI framework existed. Plant managers operated in silos with no cross-site accountability.

Two-week operational review across all three sites. Built a unified KPI framework, redesigned accountability structures, introduced a monthly management review cadence, rebuilt HR policy, and implemented a performance management system.

32% efficiency improvement across output per employee, machine utilisation, and waste reduction over 14 months. Attrition dropped 18%. Management team retained me for an ongoing board advisory role.

A PE-backed auto components manufacturer had acquired a distressed competitor. Integration stalled. Two leadership teams operated in parallel. Customer delivery slipped. PE sponsor was losing confidence.

Engaged as Fractional COO for 18 months. Mapped duplication, built a consolidated operating structure, resolved leadership conflicts, established a single production and delivery system, provided monthly board reporting.

Integration completed in 14 months vs. original 24-month plan. On-time delivery improved 72% to 94%. Combined entity positioned for PE exit within 18 months of engagement end.

Bank covenants breached after two loss-making years. Key customers reducing exposure. Cash reserves depleting towards payroll failure within 90 days. Promoter family divided on the path forward.

72-hour cash triage. Opened structured dialogue with the lead bank before escalation. Built a 90-day stabilisation plan and 24-month recovery roadmap. Negotiated restructured credit and phased repayment. Secured family alignment on a recovery mandate.

Business returned to EBITDA positive by month 11. Full workforce retained. Two underperforming product lines exited. Bank relationship restructured — became foundation for working capital expansion 18 months later.

Three consecutive loss-making years. Overheads outpacing revenue. Machine utilisation poor. No structured workforce review in four years. Board brought in external advisor after internal attempts failed.

Twelve-week diagnostic across every cost line, all customers, and the full operational footprint. Identified ₹18 crore in recoverable waste. Built a product-line turnaround plan, managed lender communication, implemented change with the existing team.

Profitable in 13 months. ₹18 crore savings realised within 24 months. Machine utilisation improved 61% to 83%. First capex investment — a new production line — in five years.

Wildcat strike by 600 workers over incentive disputes. Production stopped. Major retail customer delivery at immediate risk. Management had not engaged workers directly in over two years.

On-site within hours. Identified the real grievance behind the stated position. Opened structured dialogue without preconditions. Built a settlement framework protecting both sides. Managed retail customer communication during downtime.

Workers returned in 4 days. Full operations restored within a week. Retail customer retained. A formal IR framework — bipartite committee and grievance process — implemented within 90 days.

Regulatory inspection uncovering documentation gaps. CFO and Compliance Officer departed in the same month. Board lacked operational depth to respond. Regulatory timeline compressed and non-negotiable.

Stepped in as interim leadership. Rapid documentation audit. Built regulatory response with factual clarity. Stabilised the finance function, identified an interim CFO. Daily board situation reports to prevent panic-driven decisions.

Regulatory matter resolved without penalty within deadline. Compliance architecture strengthened as part of resolution. Permanent CFO appointed within 60 days. Board confidence restored.