Harsha Prakash

Anchoring the strategy advisory practice with a revenue line more than USD 1 Mn. Responsible for developing client relationships in the market, business development and project execution.

Advised leading businesses and government entities with feasibility studies, go-to market and growth strategies;

Anchored KPMG’s digital business advisory by working with leading e-commerce and fintech start-ups on strategy, growth and fund raising;

Assisted the office of Emir of Kuwait on the feasibility assessment for a USD 2 Bn Kuwait Entertainment City - a proposed theme park and integrated entertainment destination.

Authored multiple thought leadership publications on e-commerce and digital payments.

Managed the Deals strategy team including business development and project execution for South India region with a revenue > USD 450, 000 (20% of team’s target).

Successfully led go-to market strategy development for marquee global brands Specsavers, Capita etc.

Delivered commercial due diligence engagements in logistics, automotive, education and emerging technology spaces for inbound and private equity transactions.

Led the strategy practice for Deal Advisory team including business development and project execution

Delivered large ticket strategy engagements (> USD 300, 000) with government clients.

Key achievements include
Delivering a performance turnaround strategy for a reputed multi-brand QSR chain (with > USD 10 mn revenues)
Assisting the office of Emir of Kuwait on feasibility assessment for a F1 racetrack project (~USD 1 bn project)
Assisting the Ministry of Sports and Youth in Kuwait with “sports participation improvement” strategy

Led and managed the Deals strategy team for South India with responsibilities including regional business development and project execution. Managed an execution pipeline of over USD 450, 000 (20% of team’s target).

Executed large ticket entry strategy (or go to strategy) mandates for marquee global brands such as Specsavers, Capita etc.

Executed commercial due diligence engagements in logistics, automotive, education and emerging technology spaces for inbound and private equity transactions.

• 2012 - 2014: Implemented Balanced Scorecard based strategic planning for a USD 1 Bn group based in Saudi Arabia

o Deliverables: Facilitating Corporate, BU and Support Services level strategy formulation for the group, followed by a Balanced scorecard based strategic plan (strategy maps, BSC scorecards cascading up to personnel scorecards, initiative plans, BSC based performance reviews etc.)
o Results: After an BSC implementation support over more than 2 years, the client has witnessed over 20% CAGR growth in revenues followed by selection into BSC palladium hall of fame

• 2013 - 2014: Operational performance turnaround for the largest agrochemical trader in Saudi Arabia. Achieved reduction of working capital by 40% (SR 40 Mn) through process improvements
o Deliverables: Performance diagnostics and market diagnostics to evaluate success of existing strategy, strategy refresh and strategic planning using a BSC based approach, drafting and implementation of strategic initiatives for performance turnaround, growth strategy to make company future ready
o Results: After an BSC implementation support over more than a year, client has witnessed 40% reduction in working capital, 20% growth in revenues and initiation of 2 new lines of business that can potentially double revenue by 2016

• 2011 - 2012: Formulated growth strategy formulation for one of the leading poultry suppliers in Saudi Arabia
o Deliverables: Internal diagnostics and market diagnostics to evaluate success of existing strategy, addressable opportunities in the market and strategy refresh to address new opportunities. Strategic planning for the revised strategy using a BSC based approach (strategy maps, scorecard based reviews, review based performance improvement), drafting and implementation of strategic initiatives for growth
o Results: Client has witnessed a strong market share growth in KSA (Share increased from 3% to 5%)

• 2010- 2011: Deployed an outlet level performance management system for India’s largest commercial vehicle dealership
o Deliverables: Assessment of the client’s strategic and operational business model to prepare a Balanced Scorecard based Performance Management System for sales and service business lines. Deliverables in terms of performance scorecards for the businesses cascading down to personnel level. Implementation support for over an year for the system
o Results: Helped client identify performance laggards in terms of business parameters and individual outlets and turnaround the performance of the same

• Market and financial feasibility study to set up a USD 50 Mn food products manufacturing plant in Bahrain

• Evaluation of strategic expansion options for the largest wheat flouring business in Oman

• Conceptualized an after-market brand extension strategy for a USD 200 Mn auto component group in India

• Developed a sales forecasting and business planning system for India’s largest commercial vehicle dealership

• Managed preparation of 5 year strategic financial projections for all 7 SBUs of a conglomerate in Saudi Arabia.

• Executed a commercial due diligence exercise on an Indian industrial machinery firm for a Japanese client

• Developed market entry strategy for a leading Omani industrial machinery exporter
• Identified optimal location for a captive port on Indian east cost for India’s largest steel manufacturer

* Responsibilities: Managed a 4 member module in development and maintenance of an enterprise application \n \n* Performed business analysis across multiple functions in the Retail supply chain. Expertise in order management, Inventory management and Mark up functions \n \n* Achievements: Handled SLA-bound delivery of application support services with 100% compliance. Resolved recurring issues in order management and invoicing module and received management appreciation \n \n* Performed over 10 root cause analyses (RCA) reducing service request volume by over 10% and gained client appreciation \n \n* Managed team KPIs and involved in constant interaction with clientele. Participated in collating and presentation of best practices to prospective clients \n \n* Cognizant Certified Professional in Supply Chain Management and Retail