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Work Background
ami capitalManaging Director
Jan. 2009Advisory, DD, Performance Improvement and Investments PE. Focusing on Healthcare, Consumer and Technology sectors. Projects included • Optimisation and growth via M&A and improving sales effectiveness and CRM. • Corporate governance introduction. • Cost and working capital optimisation.
TCP/ JV with TemasekManaging Director
Jan. 2007 - Dec. 2009Investment fund $1bn under management, Deals in Consumer, Financial Services, Healthcare
Russian Standard VodkaCEO
Jan. 2004 - Dec. 2007As CEO contributed to turning a company into a leading international player by leading major corporate restructuring, developing global expansion strategies, setting up KPISs and creating major brands, building international distribution and becoming 4th fastest growing brand globally.
Boxwood GroupManager
Jan. 2002 - Dec. 2004Turnaround and performance improvement group
Projects included
• Developed corporate and business units’ strategies for a major UK retailer. • Identified opportunities to improve efficiency and reduce costs by 20%
• Store portfolio optimisation of more than 1000 stores
McKinsey&CoAssociate
Jan. 2000 - Dec. 2002Strategy and business development focusing on private equity, retail and consumer • Strategic due diligence projects. Best practices in private equity management. Modelling key drivers of the portfolio performance and private equity strategies
• Corporate VC configuration based on growth strategy for an S&P100 consumer goods company. Due diligence. analysis of business plans for start-ups and new initiatives, M&A and other opportunities in different sectors and markets. • Developed an innovative approach to post-merger integration based on M&A strategy. Analysed M&A strategies; assessed M&A risks and key success factors
DiageoProject Manager
Jan. 1997 - Dec. 1999• Contributed to several cross-functional projects following Guinness and GrandMet merger. Developed a statistical model to forecast post-merger results and synergies.
• Post-merger supply chain integration leading to site closures and business reorganisation. Developed a unique trade-off approach modelling integrated strategic supply chain and optimising supply chain costs • Developed and managed a project focusing on improving cost to serve. Used a value-based approach in assessing results of financial and operational decisions.
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