Amitkumar Padhiyar

• Developing funding strategy to support double digit growth in Africa, India and Middle East in 2020-21
• Arranging EPC financing worth USD 110m for USD 180 million Storage tank packages awarded in upcoming Oil Refinery in India
• Setting up process, policies, internal controls, and reporting (both external and internal) for treasury
• Leading a team of 5 people, and supervising treasury operations across operating countries

• Developing funding strategy to support double digit growth in Africa, India and Middle East in 2020-21
• Arranging EPC financing worth USD 110m for USD 180 million Storage tank packages awarded in upcoming Oil Refinery in India
• Setting up process, policies, internal controls, and reporting (both external and internal) for treasury
• Leading a team of 5 people, and supervising treasury operations across operating countries

• Developed financial strategy roadmap to revive Real Estate business and mentored financial strategic planning
• Delivered the closure of AED 1.7 billion syndicate deal to re-profile outstanding debts and led security perfection
• Negotiated debt restructuring with 10+ bilateral banks for outstanding debts in excess of AED 500 million
• Executed due diligence for asset purchase for AED 70 million of distressed glass factory based in UAE
• Successfully bided for an acquisition of shipping company from a private equity firm worth over AED 140 million
• Led private placement of Sukuk of AED 500 million and MTN of AED 300 million for real-estate firm

• Raised loan facilities worth USD 8.5 billion in 23 deals - increased loan tenor by 4x from 12months to 42 months, and diversified funding sources from lenders such as regional and international banks, ECAs, IFC, DFIs
• Reduced interest cost by USD 69 million through cheaper financings, covered calls and currency dealings, amounting to c. 14% of finance costs in last 5 years
• Played active role in formulation and implementation of Zain Group and Zain KSA financial transformation plan; the results translated into healthy financial position by deleveraging by 1.2x of EBITDA
• Developed Balance Sheet KPI’s for Kuwait operation and increased management focus on liquidity planning and overall equity returns - leading to ROE improvement by 5% and cash by KD 50million
• Conceptualized governance framework for cash management and developed in-depth monitoring of working capital for subsidiaries to ensure +90% EBITDA realization to cash and maximize upstream to Zain Group
• Negotiated financial covenant reset with 26 banks within 6 weeks for 7 facilities worth USD 3.1 billion in 2015 and 28 banks within 4 weeks for 8 facilities worth USD 2.1 billion in 2018
• Implemented technology related operational transformations for electronic cash management - leading to savings of 800+ men-days
• Led and mentored three team-members in their respective Treasury roles and monitored their career progression through trainings, job allocations, and promotions

• Reduced interest cost of AED 5.2 million in FY 2010-2011, leading to savings of 25% finance costs
• Raised and managed working capital facility of AED 700 million from leading international and local banks in Middle-east and set up working capital limits of USD 40 million for USA, KSA and Indian subsidiaries
• Engaged in currency hedging to boost sales to European markets and improved margins by AED 1.5 million
• Executed project feasibility for investments worth over USD 110 million into 6 countries across industries
• Improved working capital management and pulled out USD 60 million liquidity from operating assets
• Prepared valuation models for target acquisitions worth over USD 400 million and information memorandum for fund raising and rivate Equity placement mandate for a sale of 25% equity stake to support expansions
• Led six resources to support the treasury and trade finance function; Identified as “Key talent” in the firm

• Liaised with bankers in Singapore, Tokyo, Hong Long, London and New York and raised external commercial borrowing of USD 1.25 billion during 2008-10 and deferred draw down of local loan, saving USD 87.5 million
• Hedged currency risk of USD 4 billion and Euro 1.8 billion for Aluminum & power sector projects
• Invested USD 740 million in overseas and domestic short-term liquid funds and generated second highest returns amongst other sector of the Vedanta group
• Established working capital limit of USD 300 million in 2008 for an Aluminum Smelter in start-up phase
• Developed risk model for aluminum sector closely working with McKinsey & Company on risk management project to monitor EBITDA volatility and its impact on debt service in volatile metal prices
• Awarded “Excellent Employee” in the annual appraisals from 2008 to 2010 and offered stock options

• Led team of four people, Played a vital role in entire start-up operations with USD 120million budget of a Green Field Alumina Refinery Project, having capital expenditure of USD 800 million
• Improved negotiation process via price mechanism in coal and bauxite sourcing, led savings of USD 5 million
• Collaborated with Logistics department for an annual spend of USD 50 million; saved 10% cost via e-tendering