Subramanian Anantharaman

M&A Leadership – Core Mandate

• Fast-tracked to CFO to accelerate post-merger integration and institutionalize M&A as a core growth engine.
• Led multiple acquisitions in the GCC, including two strategic deals in Saudi Arabia, with responsibility for due diligence, structuring, negotiations, and post-deal integration.
• Spearheaded business re-organization into Strategic Business Units, realizing c.US$4M annual synergies through integration of operations, shared services, and vendor consolidation.

Operations as Value Lever

• Translated M&A strategy into operational impact by overhauling financial policies, controls, and reporting frameworks to unify legacy and acquired entities.
• Optimized cash flow and working capital, introducing centralized treasury protocols and liquidity buffers, delivering a cash release of ~US$1.75M to fund integration initiatives.
• Restructured balance sheet, streamlining intercompany loans, optimizing debt structure, and releasing trapped capital, resulting in a 15% reduction in balance sheet size and bloating.
• Delivered ~500bps EBITDA uplift over two years through disciplined synergy tracking, margin expansion, and cost restructuring.

Shareholder Value Creation

• Acted as a strategic partner to the CEO and Board, ensuring integration discipline translated into measurable value for stakeholders.
• Enhanced enterprise valuation by c.50%, driven by margin improvement, revenue scaling, and capital structure optimization.
• Directed exit readiness initiatives — including balance sheet clean-up, operational rationalisation, and governance enhancements — to position the business for sustained growth and investor confidence.

• Led 15+ buy-side and sell-side mandates across TMT, healthcare, and industrials, running the full lifecycle from origination through closing. Developed and reviewed valuation models, sensitivity analyses, and deal structures. Negotiated pricing adjustments to preserve client value, while mentoring junior staff and reviewing their outputs.
• Identified operational levers and synergies during diligence, and prepared integration roadmaps with client teams. Conducted balance sheet clean-ups and restructuring diagnostics to make targets integration-ready. Coordinated advisors across tax, legal, and operations to align execution with client priorities.
• Delivered c.US$300K annual advisory fees while securing repeat business from GCC and multinational corporations.

• Managed a US$15–20M technology portfolio with direct responsibility for acquisition, optimization, and divestment. Acquired, scaled, and successfully exited an Indian software business within 12 months, achieving 2.8x MOIC (~250% ROI).
• Worked hands-on with portfolio management teams to rationalize costs, streamline operations, and accelerate revenue growth. Introduced stronger governance and reporting frameworks to professionalize businesses and prepare them for investor scrutiny.

• Worked on cross-border transactions worth ~US$250M, delivering financial due diligence, deal structuring, and integration planning across EMEA and APAC.
• Supported senior teams with valuation models and synergy assessments for multinational clients.

• Provided analytical and modelling support to global investment banks on live M&A and capital markets transactions. Built valuation models (DCF, trading comparables, precedent transactions), prepared pitch materials, and conducted sector research across TMT and industrials.

• Supported corporate development and M&A activities within HP Software. Assisted in target screening, financial modelling, and due diligence for potential acquisitions.