Work that shaped
real decisions

An INR 200 Cr automotive component manufacturer wanted to scale to INR 500 Cr over five years. The company had solid revenues in conventional automotive components but recognised that the EV transition would require significant strategic repositioning. Leadership needed a clear growth roadmap aligned to the industry transition.

We developed a comprehensive strategic plan covering market landscape analysis across conventional and EV/next-gen segments, identification of high-potential product adjacencies aligned to the company's manufacturing capabilities, customer acquisition strategy targeting new OEM and Tier 1 relationships, and a phased capacity scaling roadmap with financial milestones.

• Clear growth strategy targeting INR 500 Cr revenue adopted by the board over a 5-year horizon
• Prioritised initiatives for product development, customer acquisition, and capacity scaling with owners and timelines
• Roadmap explicitly aligned with EV transition trends, ensuring future-ready growth positioning
• Identified 3 new product categories offering structural growth ahead of the EV transition curve

A global premium vehicle manufacturer wanted to evaluate the ASEAN market to identify supplier opportunities for both EV and ICE two-wheelers. Increasing supply chain localisation requirements and the need to reduce supply chain risk were driving the push to understand the ASEAN supplier base in depth.

We conducted a comprehensive supplier landscaping exercise across key ASEAN markets, mapping the existing supplier base by component category, technology capability, quality certification, and scale. We assessed supplier readiness for both EV and ICE manufacturing, evaluated partnership potential, and developed a business case framework for strategic sourcing and local partnerships.

• Clear view of high-potential suppliers in ASEAN for EV and ICE components by category and capability tier
• Data-driven business case enabling informed strategic sourcing and partnership decisions
• Strategic insights for market entry and supply chain localisation strategy adopted by procurement leadership
• Shortlist of 8 priority supplier partnerships with strategic rationale and approach recommendations

A leading Indian 2-wheeler manufacturer was evaluating an adjacent market entry into electric 3-wheelers. With the Indian e-3W market growing rapidly driven by last-mile logistics and passenger segment tailwinds, the client needed a rigorous assessment of market attractiveness, competitive landscape, and the opportunity for new product development.

We conducted a comprehensive market deep-dive covering market size and penetration, demand drivers by segment (passenger, cargo, last-mile), competitive landscape and product benchmarking, regulatory environment and subsidy dynamics, and customer and channel landscape. We developed demand projections under multiple scenarios and assessed strategic fit with the client's existing capabilities.

• Clear understanding of e-3W market outlook and attractiveness — growth potential quantified by segment and geography
• Strategic insights for new product development and market entry approach adopted by the product planning team
• Data-backed recommendations for investment phasing and go-to-market sequencing
• Client proceeded to NPD phase for e-3W cargo segment based on analysis findings

A UK private equity firm with a thesis around consolidation in UK industrial services was spending significant senior time on deal origination — manually tracking companies, relying on intermediaries, and missing opportunities in fragmented sub-sectors. They needed a more systematic approach to build a proprietary deal pipeline without adding internal headcount.

We designed and built a structured deal sourcing engine covering UK fire and security, access control, and cleaning and landscaping sectors. This involved building a universe of 200+ companies with initial profiles, developing a scoring framework aligned to the firm's investment criteria (revenue range, ownership type, recurring revenue characteristics, geographic coverage), and establishing a monthly process to identify and profile new targets.

• Prioritised pipeline of 40+ acquisition targets delivered in the initial phase, scored against investment criteria
• Monthly refreshed tracker with 10–15 newly profiled companies each cycle
• Sector market maps delivered for fire and security and access control, enabling the client to define a sector entry thesis
• Investment criteria scoring framework adopted internally by the deal team for faster screening

A private equity firm was evaluating the acquisition of a multi-site automotive dealership group. The target had reported revenue growth over three years but the deal team had concerns about the quality and sustainability of that growth as the market normalised post-COVID. They needed rapid market-side diligence to validate the investment thesis before committing to full exclusivity.

We conducted a focused commercial due diligence covering the UK automotive retail market outlook, the target's competitive positioning across its dealership locations, revenue quality analysis, and the drivers of sales performance versus sector peers. We identified where performance was structural versus cyclical, triangulating market data with publicly available operational indicators.

• Revenue quality issues identified — a portion of reported growth was driven by post-COVID demand normalisation, not structural market share gains
• Site-level underperformance identified, creating a 15% operational improvement opportunity for the acquirer
• Investment thesis reframed from a growth story to an operational improvement play, enabling price renegotiation
• Delivered in 12 days ahead of exclusivity deadline — client proceeded on revised terms

India's largest private gold refiner wanted to diversify into the fast-growing digital gold segment. The client had strong upstream capabilities and brand recognition in physical gold but needed a comprehensive market entry strategy and business plan to assess the opportunity, define go-to-market approach, identify partnership models, and ensure financially sustainable growth in the digital channel.

We assessed the Indian digital gold market covering market sizing, growth drivers, competitive landscape (platforms, fintech players, traditional jewellers), regulatory environment, and customer behaviour. We evaluated multiple route-to-market options including direct digital platforms, partnerships with existing digital gold distributors, and white-label models. A detailed business plan was developed with financial projections and risk assessment.

• Clear market entry strategy tailored to the client's existing strengths and market positioning
• Detailed business plan with financial viability assessment and risk mitigation framework adopted by leadership
• Partnership route-to-market recommended and shortlist of 4 potential platform partners identified
• Client entered partnership discussions with two platforms within 60 days of engagement completion

A leading Indian industrial conglomerate sought to grow its power transmission division 5x over five years. Organic growth alone was insufficient. Leadership needed a clear strategy covering where to play across the value chain, which product and geographic adjacencies were most attractive, how M&A could accelerate the strategy, and what the phased implementation roadmap should look like.

We developed a comprehensive growth strategy covering market landscape and white space analysis across the power transmission value chain, evaluation of organic growth levers, identification of M&A opportunities, and a prioritisation framework for acquisition targets by strategic fit and financial attractiveness. Multiple M&A opportunities were evaluated in depth and a phased implementation roadmap was structured with milestones.

• Growth blueprint with three strategic horizons adopted by the board
• Six M&A opportunities identified and ranked by strategic fit and feasibility
• Two targets shortlisted for active pursuit; one entered diligence within the engagement period
• New product vertical identified representing a significant white-space opportunity
• Implementation roadmap with milestones and ownership adopted by the leadership team

As Deputy General Manager of Strategy at Spark Minda Group, a leading global automotive component manufacturer with revenues of approximately Rs 3,500 Crores, the mandate was to design and implement a 5-year group strategy targeting 2X revenue growth from INR 1,500 Cr to INR 3,000 Cr. The strategy needed to address both organic growth and new revenue streams through inorganic expansion.

We designed the full group strategy including market opportunity mapping across the automotive component value chain, identification of new product verticals and customer segment opportunities, a 5-year inorganic growth plan covering acquisition targets and JV opportunities, and an implementation execution plan. We took end-to-end responsibility for 3 M&A transactions including target evaluation, due diligence, and post-closure support.

• Group strategy achieving 2X revenue growth from INR 1,500 Cr to INR 3,000 Cr successfully designed and implemented
• 5-year inorganic growth plan resulted in introduction of new product lines via acquisitions
• End-to-end participation in 3 successful M&A projects including financial and strategic assessment, due diligence, and post-closure
• JV with US partner executed, leading to divestment of 50% stake and new capability access
• Turnaround plan for distressed business entity developed to restore profitability