آنيش Mehta

Providing advisory on corporate strategy & planning, growth acceleration and operating model transformation to companies across the GCC. Ongoing projects include:
• Product portfolio rationalization & commercial strategy for a major UAE-based Beauty & Cosmetics distributor-retailer
• M&A target screening and strategic opportunity assessment for an Indian conglomerate evaluating GCC expansion

TCI Sanmar (part of Sanmar Group) is one of the largest producers of chemicals in the MENA region, with an investment of over USD 2 Bn. Starting as an independent consultant for TCI, I subsequently joined the Managing & Executive Director’s Office to establish and institutionalize an enterprise-wide Strategic Transformation & Business Excellence function
• Led strategic projects for the MD & ED incl. CAPEX business cases, digital transformation initiatives, new business diversification, sales growth strategies, short- & long-term strategic plans linked with group strategy
o Evaluated feasibility of venturing into R22 refrigerant, liaising with regulatory institutions, experts & UNIDO
o Presented investment business case to the BoD for forward integration into Calcium Carbonate manufacturing
o Engaged with consultants to explore AI & Industry 4.0 solutions, and guide in SAP S4 Hana implementation
o Assisted the MD & ED in developing annual business plan and 3-Year Strategic Roadmap
• Designed an integrated KPI architecture aligned to Company & Group Strategy and linking interdependencies across operations and corporate functions; Setup governance structures for periodically data & performance reviews
• Revamped commercial strategy & incentive structure through detailed sales, pricing & geographical analytics
• Built complex Power BI dashboards for continuous performance monitoring and executive decision making
• Delivered ~USD 7M+ of bottom-line benefit through optimization of Planning, Procurement & Engineering functions

owned by the Investment Development Office of the Government of Ras Al Khaimah.
• Identified, structured, and launched two greenfield ventures (Medical Consumables and 3D Printing) with revenue potential exceeding USD 15M; Defined target operating models & commercial strategies for the new businesses
• Implemented Balanced Scorecard-led Corporate Performance Management framework across portfolio companies to improve accountability and execution discipline; Delivered USD 650K+ bottom-line improvement through Lean transformation, operational restructuring, and analytics-led cost optimization
• Served on the Executive Committee working closely with the Board of Directors, developing annual business plan, multi-year strategic growth plan, organizational development, and board-level transformation priorities
• Supported the RAK Sovereign Family Office on M&A Opportunity scouting and growth strategy for portfolio companies

As the COO & subsequently as CEO, I led the full-scale strategic and operational turnaround of a loss-making manufacturing business into one of India’s largest decorative metal packaging companies with strong profitability and market leadership.
• Delivered 4x revenue growth over five years through complete commercial transformation, innovation-led product development, portfolio rationalization, and sector/geographic expansion
• Turned EBITDA from negative to industry-leading levels through automation, organizational restructuring, KPI-led performance management, procurement transformation, and Lean operations excellence
• Redesigned procurement strategy and built strategic sourcing networks across India, China, and Japan
• Led CAPEX-driven expansion including development of a new state-of-the-art manufacturing facility and backward integration through joint venture
• Managed extensive stakeholder engagement with financial institutions, investors, and government/regulatory bodies

Led management consulting engagements for this Big 4 entity across Bahrain and Oman.
• Delivered advisory on growth strategy, feasibility studies, commercial strategy, market entry business plans and sector diversification, across infrastructure, real estate, education, investment and medical sectors.
• Developed the ‘Cost of Doing Business in Bahrain’ annual report for Economic Development Board of Bahrain
• Clients included: Supreme Council for Planning (Oman), Port Services Corporation (Oman), Specific Council for Training in Hospitality (Bahrain), Ma’alem Holdings, Tamkeen etc.

Worked closely with SVPs of Insurance, Telecom & Government verticals to provide detailed Industry Research & Analysis, including competitive assessment, product benchmarking, GTM & penetration strategy across USA & Europe - This helped the verticals to grow by 15% to 40% over 2 years.

Supported the COO office in Commercial Due-Diligence for $200 Mn acquisition of Apollo Health Street.

Delivered projects across growth strategy, feasibility studies, transformation execution, operational improvement, and corporate performance management, along with Project Management & PMO setup
• Deep expertise in KPI architecture, Balanced Scorecard implementation, and operational excellence including Asset Utilization (OEE, MTBF, MTTR etc.), Lean (DMAIC, VSM etc.), process redesign, SOP design, and PMO governance
• Clients included: DP World (UAE), Al Nasser Group (UAE), Piramal Enterprise (Diversified Group), SCI (Logistics), Rolex Rings (Industrial - Automotive), Bunge (FMCG), Biostadt (Agri), Babson College (Edu) etc.