Atif Parkar

Business Strategist | Operations Leader | Management Consultant

Business transformation and operations executive with 25+ years of international leadership experience across India, the GCC, and North America. Proven track record in ERP transformation, operational excellence, manufacturing scale-up, international expansion, and strategic growth initiatives.

25 years. 3 continents. Transformations that last.

I specialise in walking into complex, often stuck organisations and helping them move intelligently, efficiently, and profitably.

As Director at Niton Valve Industries — one of India's largest valve manufacturers. I led a full-scale Business Process Re-Engineering of a 50-year-old company with 650+ employees and a ₹150 Cr order book. ERP implementation, procurement restructuring, production planning automation, international market entry, I owned it end to end. Outcomes included 15% annual procurement savings, Aramco dual approval, and a joint venture with a 95-year-old Italian engineering firm.

Previously, I managed a 300-person operations department at Hassan Abul Company in Kuwait (USD 58M), built a 25, 000 sqm warehouse system from the ground up — eliminating $24, 000 in annual demurrage charges and centralised procurement across $25M in annual purchases. Earlier still, I led state-funded workforce programmes in New York City.

I hold an MMS from the University of Mumbai, am pursuing PMP certification, and operate fluently across English, Arabic, and Hindi. I've built business relationships across India, the Gulf, Europe, and the Americas.

Today, I offer boutique consultancy in three areas:

Business Process Re-Engineering for manufacturing and family-run enterprises ready to scale International expansion strategy for oil & gas equipment manufacturers entering the Middle East and Europe
Transition consulting for businesses moving from founder-led to professionally managed structures

If you're a business owner navigating growth, a manufacturer eyeing Gulf markets, or an investor seeking sharp operational due diligence I'd like to hear from you.

Managing all state projects for training dislocated workers to put them back in the New York work force.

Execution : Assist Manager-Operations in all day to day activities.

1. Overall responsible for Purchase, Shipping, Installation, Maintenance, Warehousing and Delivery.
2. Setting up procedures and policies for the functional departments.
3. Managing a team of 248 people in the operation department; (Warehousing team of 90; Purchase team of 12; Shipping & Clearance team of 6; Installation team of 110; Maintenance team of 30).
4. Conducting weekly meetings with functional heads for review.
5. Performance appraisal of functional heads.
6. Reports generation and MIS

Achievements : Started the whole Operation Department with a team of 45 and spread its activities with a team of 300.
1. Re engineering Business Processes has been applied to optimize the Operation’s department efficiency.
2. Among the other functional departments, Operation department operation cost was minimum.