Risk pro corporate restructuring 2013

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Risk pro corporate restructuring 2013

  1. 1. 1 CORPORATE RESTRUCTURING ADVISORY PROPOSAL Riskpro India New Delhi, Mumbai, Bangalore
  2. 2. 2 About Risk Pro
  3. 3. 3 Who is Risk Pro… Why us? ABOUT US  Riskpro is an organisation of member firms around India devoted to client service excellence. Member firms offer wide range of services in the field of risk management.  Currently it has offices in three major cities Mumbai, Delhi and Bangalore and alliances in other cities.  Managed by experienced professionals with experiences spanning various industries. MISSION  Provide integrated risk management consulting services to mid-large sized corporate /financial institutions in India  Be the preferred service provider for complete Governance, Risk and Compliance (GRC) solutions. VALUE PROPOSITION  You get quality advisory, normally delivered by large consulting firms, at fee levels charged by independent & small firms  High quality deliverables  Multi-skilled & multi-disciplined organisation.  Timely completion of any task  Affordable alternative to large firms DIFFERENTIATORS  Risk Management is our main focus  Over 200 years of cumulative experience  Hybrid Delivery model  Ability to take on large and complex projects due to delivery capabilities  We Hold hands, not shake hands.
  4. 4. 4 Riskpro’s Network Presence New Delhi Mumbai Bangalore Ahmedabad Pune Agra Salem Kolkata Hyderabad Chennai Jaipur
  5. 5. 5 Risk Pro Highlights Large talent pool of risk experts, consultants and associate partners in India with deep domain skills for domestic and global clients 11 service locations across Indian region with key offices in New Delhi, Mumbai and Bangalore Deep expertise in consulting with over 200 years of cumulative consulting experience Operating Groups: Risk-Advisory, Consulting, Training & Human Capital Management Solutions Service Lines : Credit, Operational, Fraud Risks, ERM, Regulatory Compliance, Outsourcing Management, Corporate governance We are fastest growing risk consulting company and have realistic plans to capture coming opportunities while competing with Big - 4’s for superior, unmatched, low cost services to our clients
  6. 6. 6 Risk Management Advisory Services Training Human Capital Solutions Basel II/III Advisory  Market Risk  Credit Risk  Operational Risk  ICAAP Corporate Risks  Enterprise Risk Assessment  Fraud Risk  Risk based Internal Audit  Operations Risk  Forensic services IT Risk Advisory  IS Audit  Information Security  IT Assurance  IT Governance Operational Risk  Process reviews  Policy/ Process Review  Process Improvement  Compliance Risk  Insurance Risk Governance  Corporate Governance  Business Strategic risk  Fraud Risk  Forensic Accounting Legal Risks  Procedural Risk  Registration & Licensing Risk  Taxation Risk  Contractual Risk  Compliance Risk  IPR Infringement Risk  Litigation Risk  Banking – E Learning  Corporate Training  Regular Risk Management Training  Online Training material  Workshops / Events  ISO standards- 31000  Talent Acquisition  HR Consulting  KRA Management  Risk Managers on call – free SERVICES
  7. 7. 7 Corporate Restructuring Advisory – Concept 2 Completion
  8. 8. 8 Restructuring…. Restructuring is the process through which an organization radically changes the contractual relationships that exist among its creditors, shareholders, employees, and other stakeholders. It is the corporate management term for the act of reorganizing the legal, ownership, operational, financial or other structures of an organization for the purpose of making it more profitable and efficient. Strategies of restructuring include portfolio restructuring, organizational structuring and financial restructuring. Restructuring is an on-going process. It is a value tool for an organization to use in an attempt to maintain their goals and objectives. The choice of which strategy to use will depend on the area the organization has to improve, i.e. profitability, performance, or operation. The basic nature of restructuring is a zero-sum “game”. It reduces financial losses, while reducing tensions between debt and equity holders to facilitate a prompt resolution of a distressed situation or a situation that requires change. The basic nature of restructuring is a “zero-sum game”, a “marginal utility”
  9. 9. 9 Reasons for Restructuring The three primary reasons for restructuring: 1. To address poor financial performance. Declining or stagnating sales, accounting losses, or a falling stock price are usually the warnings. In extreme cases such poor performance may cause the company to default on its debt, resulting in bankruptcy. 2. To support a new corporate strategy, or to take advantage of a business opportunity. In an equity spin-off, for example, a diversified firm's businesses are split apart into independent entities, each with its own common stock. Spin-offs can make sense when a high-growth business is being held back by a bureaucratic corporate parent, or when it no longer makes sense for a company to be vertically integrated. In this case, a sign that restructuring may be necessary when the stock market is valuing the entire company for less than what its separate businesses would be valued for if they were separate, independently-traded companies. Restructuring is required to correct a large error in how the company is valued in the capital market. 3. To correct a large error in how the company is valued in the capital market. In large diversified companies that operate in many different businesses even if the businesses may be well-run, investors may place too low a value on the overall portfolio. Restructuring tools like tracking stock, stock buybacks, or leverage buyouts, can be used to reduce this kind of value gap.
  10. 10. 10 Symptoms for Restructuring Symptoms indicating the need for corporate restructuring include:  The market(s) perception about the organization is deteriorating.  The company has difficulties in paying or is unable to pay off its debts.  Sales are declining.  Stock price is falling.  New skills and capabilities are required to meet operational requirements.  Accountability for results are not clearly communicated and measurable resulting in subjective and biased performance appraisals.  Parts of the organization are significantly over or under staffed.  Organizational communications are inconsistent, fragmented, and inefficient.  Technology and innovation are creating changes in workflow and production processes.  Significant staffing increases or decreases are contemplated.  Personnel retention and turnover is a significant problem.  Workforce productivity is stagnant or deteriorating.  Morale is deteriorating. Lack of new skills, overstaffing, understaffing, signal the need for restructuring
  11. 11. 11 Obstacles to Restructuring Common obstacles to restructuring include:  Denial of acknowledging problems: Organizations have tended to restructure only reactively in response to pressure and when action has become unavoidable.  Saving jobs: Observed mostly in governmental organizations characterized by lifetime employment and seniority-based promotion employment security, saving jobs even at the expense of shareholder interests continues to sway executive decision-making.  Internal politics and long-held tradition: Restructuring efforts can fail because the initiatives are not followed group-wide and are changed shortly after announcement, when politics and tradition stand in the way.  Executives' disregard for shareholder value: Organizations divest their businesses, those businesses are often incurring heavy losses as a result of several years of poor performance; executives can be reluctant to divest underperforming businesses, even when they know that the divestiture will maximize the value for shareholders.  Arrogance: Executive management believes that it knows how to solve the problems without outside help often ignoring changing market dynamics. The key is to recognize the problem as early as possible
  12. 12. 12 Successful Restructuring Key factors for successful restructuring include:  Setting specific short- and long-term objectives to be achieved through restructuring;  Planning growth scenarios after restructuring in advance;  Defining core businesses and focusing on them;  Developing a restructuring plan toward superior shareholder value;  Demonstrating leaders' commitments to restructuring;  Sharing a restructuring plan across the group organizations;  Setting objective criteria to identify candidates for restructuring;  Assessing restructuring alternatives and selecting the best option;  Finding the right partners to complete the transactions;  Executing restructuring in a swift and intensive manner;  Monitoring the progress of a restructuring plan on a regular basis;  Involving external advisors in the restructuring process. It is key to share the restructuring plan across the group organizations
  13. 13. 13 Preemptive Restructuring Organizations could benefit by restructuring before they are hit with a crisis; a preemptive restructuring may often be appropriate. If an organization waits too long to address problems with its business, the resulting restructuring may be very painful as the options remaining will definitely be fewer. A preemptive restructuring may deter executives from taking the full measures that are necessary to return the business to a sound footing whereas a resulting restructuring may severely disrupt the business. If, for example, it is necessary to layoff 20% of your workforce to achieve the same cost efficiency as your competitors, better to do this over several years than all at once. The key is to recognize the problem as early as possible. Organizations must perform a "restructuring audit" on their businesses periodically, looking for opportunities to create value by voluntarily restructuring, before circumstances leave them with no choice. Preemptive restructuring can act as a deterrent to painful surprises down the road
  14. 14. 14 Preemptive Restructuring Preemptive or not restructuring initiatives fail when issues are overlooked or approaches undertaken are unrealistic. Key points the Board of Directors (BOD) should consider before restructuring: Adding value  What is the organization’s core business (Units, products, services and customers that bring cash into the business)?  How should the redesigned organization look like?  Is the organization efficiently functioning and does it obtain true value for money? Engaging effectively with staff  Is the approach to restructuring consistent with the organization’s declared values?  Are effective communication plans in place?  Is management engaging with staff in an appropriate manner?  How does staff feel about being part of the organization? Balancing short- and long-term risks  How is the employment brand managed?  Could proposed measures damage the future business strategy?  What steps should be taken so that key talent is retained?  How is the development of staff continued whilst restructuring?  What is the market impression about the organization?
  15. 15. 15 Prior to Restructuring Prior to restructuring:  Make sure that that the organization’s owners, leadership team and directors are personally protected. When the organization is in trouble or under restructuring, it is vulnerable to lawsuits from creditors and others wanting to cash in on its distress. The organization should make sure that its top leaders are protected by a Directors and Officers policy. Real estate planning should be encouraged to help protect personal assets against personal lawsuits. By knowing that everyone is “safe”, the organization can focus and devote all efforts against restructuring.  Oversee all cash collections and payments. The CEO must take complete control of cash (how, depends on the size and existing structure of the organization). If cash is controlled it cannot be overspent. Prior to restructuring directors should be personally protected
  16. 16. 16 The Restructuring Chart Diagnostic SWOT Analysis Planning Implement ation Due Diligence
  17. 17. 17 Restructuring Hexagon Operating improvement Incentives management with VBM Divestiture activity, spin offs Financial engineering: leverage, dual class stock, carve outs, tracking stock, employee ownership, debt restructuring Information gap
  18. 18. 18 Forms of Corporate Restructuring  Expansion  Mergers and Acquisitions  Tender Offers  Asset Acquisition  Joint Ventures  Contraction  Spin offs  Split offs  Divestitures  Equity carve-outs  Assets sale  Corporate Control  Takeover defenses  Share repurchases  Exchange offers  Proxy contests  Change in Ownership Structures  Leveraged buyout  Junk Bonds  Going Private  ESOPs
  19. 19. 19 Restructuring Checklist
  20. 20. 20 Corporate Restructuring Advisory Services “Loan-2- Own” advice & restructuring Debt restructuring & distressed debt trading Insolvency investigations, litigations & dispute resolutions RPF sends the candidates to Client RPF filters short listed candidates to match exact client requirements Advising directors & other stakeholders on risk analysis, restructuring options Negotiation & implementation of standstill arrangements & covenants resets Job description provided to RPF. RPF shares the same with RP RPF short lists talent by going through resumes, interactions RiskPro Corporate Restructuring Advisory includes RPF looks for talent explores – target companies, portals, connections, database, franchise advertisement CRAS Advising equity investors & acquisition parties investing in distressed companies & businesses Advising office-holders on all aspects of formal insolvency including pre- packaged business deals Structuring & documenting restructuring plans including debt for equity swaps Tailored analysis & solutions in the complex arena Security package improvements & other enhancements
  21. 21. 21 Our Approach Model- Corporate Restructuring
  22. 22. 22 Our Commitment Value  One stop boutique where assignments carried out at a fraction of the cost of clients staff  Reduce client staff management time and overhead costs, and increase clients profitability  Enable clients staff to concentrate on more interesting and value-added work Service  Robust management and procedures to ensure delivery on time and on budget  Dedicated one-to-one communication with client, to ensure every project is right first time  Full service delivery is achieved by synergies of subject matter expertise of our Restructuring Consultants Quality  We provide the Corporate Restructuring Service befitting the target company based on its extensive evaluation experience & business know-how accumulated through corporate financing operations
  23. 23. 23 Our Core Strengths  Dedicated team of professionals with strong exposure and knowledge of restructuring & insolvency complemented by experts from other fields of across various industry sectors.  Proactive and structured approach  Well defined processes  Well defined Project methodology tailored to suit the needs of clients for service delivery  Talented team with experience of working with some of the largest companies in India  Experience & proven capabilities to handle Diversified Multi-national Clients i.e. BFS, Information Technology, Energy, Manufacturing, Consultancy, Oil & Gas Sector, Retail Trading, Hospitality, Restaurant and related sectors.  Competitive advantage of costing by virtue of expertise and experienced resources.
  24. 24. 24 Riskpro Clients Our Clients *Any trademarks or logos used throughout this presentation are the property of their respective owners Banking/ Insurance Corporate MNC Banking Intl Consulting IT / Others
  25. 25. 25 Team Experiences Our Experiences Our team members have worked at world class Companies *Any trademarks or logos used throughout this presentation are the property of their respective owners
  26. 26. 26 RESUMES – Our Team  Co-Founder - Riskpro  CA, CPA, MBA-Finance (USA), FRM (GARP)  Over 10 years international experience – 6 years in Bahrain and 4 years USA  15 years exp in risk management consulting and internal audits, Specialization in Operational Risk, Basel II, Sox and Control design  Worked for Ernst & Young (Bahrain), Arab Investment Company (Bahrain), Navigant Consulting(USA), Kotak Mahindra Bank (India) and Credit Suisse(India)  Sox Compliance project for Fannie Mae, USA ( $900+ Billion Mortgage Company) ManojJain  Co- Founder - Riskpro  CA (India), MBA (Netherlands), CIA (USA)  Over 15 years of extensive internal and external audit experience in India and abroad.  Worked with KPMG United Arab Emirates, PKF South Africa, Ernst and Young Kuwait, Deloitte Netherlands and KPMG India.  Worked with clients in a wide variety of industries and countries including trading, retail and consumer goods, NGO, manufacturing and banking and finance. Major clients include banks, investment companies, manufacturing organizations, aviation etc. RahulBhan Credentials
  27. 27. 27 RESUMES - Our Team  Co-Founder - Riskpro  PGD (Electrical & Electronics & Computer Programming)  30 years of experience in Information & Communications Technology (ICT) Solutions for Retail, Garments, Manufacturing, Services Industries.  Has created Companies, Divisions, Products, Brands, Teams & Markets.  Consulting in Business, Technology, Marketing & Sales & Strategic Planning.  Advisory, Training, Workshops & Implementation in Systems Thinking, Systems Modeling & Balanced Scorecard  Worked with TIFR, Mahindra, Ambience, Communico-Graphique & Ionidea Inc, USA, CasperAbraham Credentials  Sr Vice President – Risk Management  MBA, PDFM,NSE-NCFM, PMP, CSSGB,ISO 9001:2000 I.A,GARP-FBR, ITILV3,CPP-BPM  Professional with 17 years of rich experience into diverse Consumer finance/ Lending operations ,Risk Management,BPMS, Consumer Banking, NBFC, Management Consulting & Housing finance in BFSI industry having successfully led key business strategic engagements across multi-product environment in APAC, Australia and US regions.  Worked with GE, ABN AMRO Bank, Citigroup, Accenture, Deutsche Postbank  Highly skilled and expert Trainer in Risk areas across Credit, Fraud, Operational, Corporate Risk management.  Specializes in Fraud Control, AML/KYC Compliance ,QA ,ERM and Regulatory governance. HemantSeigell
  28. 28. 28 RESUMES - Our team  Head - Insurance Risk Advisory services  B.sc, Associate of Indian Institute of Insurance  Licensed Category A Insurance surveyor  26 years of experience in Insurance advisory services, Loss adjusting for large corporates,Claims management.  Has assessed more than 4500 high value insurance claims across various industry sectors.  Risk management inspection  Valuations of fixed assets for insurance purpose. R.Gupta Credentials  Head - Human Capital Management  Chartered Accountant, Lead Assessor ISO 9000, Six Sigma Trained, Trained on Situational Leadership, Trained on interviewing skills and Whole Message Model.  Over two decades of international, multi-cultural experience in finance and human resources viz. internal audit, accounting operations, accounting process review & re-designing, risk management, business solutioning, six sigma projects, talent acquisition, talent retention, organization design/redesigning, compensation and appraisal processing, employee and customer satisfaction surveys, knowledge management and finance services.  Worked with Citicorp/MGF, India Glycol, Delphi, American Express India, American Express USA, Fidelity International and Macquarie Global Finance Services India. NileshBhatia
  29. 29. 29 RESUMES - Our team  Head – Taxation Risk Advisory  B.Com, FCA  Senior Partner with 48 year old Delhi based Chartered Accountant firm, Mehrotra and Mehrotra  Over 19 years of experience in the field of Audit, Taxation, Company law matters.  Major clients served are NTPC, BHEL, Bank of India, PNB, Airport Authority of India etc. RajeshJhalani Credentials President – Banking & Financial Services  A senior researcher in Applied Mathematics leading to Ph.D after MSc (Mathematics), CWA, CAIIB  Combined experience of 25+ years in corporate banking, risk management, international trade finance, development of risk rating models, project finance, credit monitoring and NPA management  Since 2006 conducting open / in-house training on the above domains to all Top public/ new and old private sector banks, top MNC banks (India and abroad), leading NBFCs and corporates in manufacturing and financial services space; Worked on IFC (World Bank) funded projects for MSMEs in India and abroad  Worked for Bank of Baroda and ICICI Bank – bestowed Top Performer Award continuously two years during his tenure; widely travelled abroad for business relations, seminars, offering training, investor meetings, NYSE listing and for processes involving establishment of representative Office in USA Sivaramakrishnan
  30. 30. 30 Executive Vice President – Risk Management ( Banking & Financial Services)  A hands-on banking professional {BSc (Mathematics), CAIIB} with considerable domestic and international experience  An aggregate experience of 24+ years across industry, mainly BFSI in several functional areas including Retail and Commercial Banking, Corporate Lending, team member of the Business Process Re-Engineering project (BPR); conceptualizing and setting up shared services centres for centralized operations for the Bank in India.  Management through ERM framework overseeing all key areas of the business through various Operational Risk tools like KRI / RCSA matrices. Managing of major project implementation of Basel II and Compliance risk framework  Directing, reviewing and advising Board of Directors on various compliance issues and representing the bank to the Central Bank regulatory offices.  Worked for ANZ Grindlays Bank, Standard Chartered, Bahraini Saudi Bank and Dubai Holdings ( subsidiary) KashiBanerjeeRESUMES - Our team Credentials Consultant – Information Security & IT Governance  LLB, CA, CISA, CWA, CS, CFE and others  Over 15 years of experience in the field of Audit, Taxation, Investigations.  Specializing in the field of Systems Audit, Cybrex Audit, Computer Crime Investigations, IS Forensics  International Committee Member of Governmental and Regulatory Agencies Board and Academic Relations Committee of ISACA, USA AnjayAgarwal
  31. 31. 31 RESUMES - Our team Credentials PhanindraPrakash  Vice President – Riskpro India  FCA [India], ACMA [India], CFE [USA], CertIFRS [UK]  Over 16 years of extensive consulting experience which includes financial & systems audit, process transformation, implementation of internal controls, SOX compliance, fraud audits & due diligence, US-India taxation  Engaged in consulting roles as trusted advisor to finance, internal audit and information technology executives of multiple Fortune 1000 companies with project sites in US, Canada, Europe & Asia  Worked with E&Y and Deloitte Consulting in USA  Some of the major clients served internationally are GE Capital, UBS, McKesson, Eaton, Imation, Albertsons,  EVP and Head – Telecom Risk Advisory  M.Tech, IIT Kharagpur, India; IES; Doctoral study, research and teaching in Linkoping University/Sweden; Lead Auditor (BVQI).  Over 30 years on International experience in networks and mobile Handsets from top global companies /institutes like ISRO, Ericsson, Nokia, Nokia Siemens Networks and based mostly in its head quarter locations in India, EU, USA.  Expertise: Setting up capability, behaviour, culture in turning Risk, Quality, Innovation for competitive advantage, customer delight and sustainability; key skill sets are Engagement, Handholding, Coaching, Mentoring and lot of best practices, benchmarking/standards like CMMI, TL9000, Six Sigma, ISO, SAS 70 etc. AsokSit
  32. 32. 32 Executive Vice President – Risk Management ( Banking & Financial Services)  Professional Risk Manager with considerable domestic and international experience  An aggregate experience of 30 + years across industry, mainly Banking in several functional areas including Wholesale Credit Risk, Operational Risk, Trade Finance , Retail Banking and Islamic Financial Services.  Track record of setting up of excellence in the set-up, and management of credit and operational risk, compliance and credit administration functions in retail, commercial , Islamic Banking and offshore banking entities in the Middle East.  Key strength includes Corporate Credits, Risk Management in IT, implementation of Risk Management module in core banking Bank’s Policies, procedures, Country Risk. Played an active role in 3 core banking software implementations  Worked for a Private Sector Bank in India, ABN AMRO Bank, Bahrain, Bank Muscat Bahrain and BMI Bank Bahrain as AGM Risk Management. VijayanGovindarajanRESUMES - Our team Credentials
  33. 33. 33 RESUMES - Our team Credentials SiddharthaGhosh  Executive Vice President – Riskpro India  CPA (USA), ACA, ACS, Grad CWA (India), MBA (USA), Associate ICPAS (Singapore)  Over 25 years of extensive audit and industry experience which includes 19 years with Rolls-Royce India Pvt Ltd at New Delhi and its associate and parent companies of Rolls- Royce in UK, USA and Singapore in all aspects of Finance, Taxation, Audit, Banking, Legal, Company Secretarial, Statutory compliances and due diligence, Internal Control, ESOP, Budgets, Cashflows, Forecasts, MIS Reporting, HR, Expatriate & Office Administration, Payroll, IT, Retirement Funds Administration, Shared Services, Project Accounts, etc.  Worked with Price Waterhouse Coopers for 4 years with reputed MNCs, banks, Indian corporate houses  Worked with McNally Bharat Engineering Company Ltd for 4 years PritiTawari  Vice President – Riskpro India  B. Com, ACA, Dip. IFRS  Over 6 years of extensive audit and industry experience in all aspects of Finance, Taxation, Audit, Legal, Company Secretarial, Statutory compliances and due diligence, Internal Control, Budgets, Cash flows, Forecasts, MIS Reporting, HR, Expatriate & Office Administration, Payroll, IT, Project Accounts, etc.  Worked with Price Waterhouse Coopers for 3 years in audit & assurance for reputed MNCs, Indian corporate houses.  Engage in own practice since 2010 specialize in outsourcing of finance department in mid size MNCs and consultation in Indirect Taxes and Management Reporting
  34. 34. 34 RESUMES - Our team Credentials ManojKumar Senior Vice President CAIIB 20 Years of hard core banking experience in India’s most reputed banks across wide functional areas. Worked with Central Bank of India, ICICI Bank, HDFC Bank, and Axis Bank as Asst Vice President, Cluster Head, and Branch Head. Areas of expertise are Financial Risk Management, NPA-Credit-Debt Management, Asset Reconstruction, Project Finance, and others. Accomplished several achievements in the functional areas of banking.
  35. 35. 35  Specialist Risk Consultant – Business Continuity  Founder and 15-year Chairman of Survive, the first international user group for Business Continuity professionals  Founding director and first Fellow of the Business Continuity Institute  Over 25 years international consulting expertise in Risk, Crisis, Emergency, Incident, and Business Continuity and ICT Disaster Recovery Management  Multi-sector experience including Banking, Insurance, Finance, Oil, Gas, Energy, Manufacturing, Retail, Hi-Tech & Telecom  Western Press Award for services to business, 1994; BCI/CIR nomination for lifetime achievement in BC, 1999, London; inducted into BC Hall of Fame by CPM magazine, 2004, Washington DC. AndrewHilesRESUMES - Partnerships  Specialist Risk Consultant – Enterprise Risk Management  Highly skilled risk and insurance professional with 25 years of experience designing, developing and implementing large, global corporate risk management programs for Fortune 500 firms.  Principal Consultant and Founder - Excellence in Risk Management, LLC. (Texas, USA) Co-founder and EVP, Professional Services, rPM3 Solutions, LLC (Maryland, USA).  Past experiences include Head of Global Risk Management for USAA, PepsiCo/ Tricon Global and American National Red Cross  Additional risk and insurance experience at Verizon Corp,. Marsh USA and Liberty Mutual Insurance Co.  2004 Risk Manager of the Year – 2007 recipient of the Alexander Hamilton Award for “Excellence in ERM” (at USAA) – former President, Risk and Insurance Management Society, Inc. ChrisE.Mandel
  36. 36. 36 RESUMES - Advisors  Practicing Corporate Attorney in India  B.B.A. LL.B. (Hons.)  About half a decade experience in legal services to client’s with respect to Contract and Commercial Laws, Joint Ventures, Inbound & Outbound Investments, Private Equity Investment Transactions, Real Estate & Infrastructure, Energy and General Corporate.  Have advised various social enterprises and start ups in setting up business in India.  Worked for the leading law firms of India. Mr.AashishSrivastava Credentials
  37. 37. 37 Key Contacts Corporate Mumbai Delhi Bangalore Riskpro India Ventures (P) Limited info@riskpro.in www.riskpro.in F 186, Sarita Vihar New Delhi 110076 Manoj Jain Director M- 98337 67114 manoj.jain@riskpro.in Shriram Gokte EVP - Risk Management M- 98209 94063 shriram.gokte@riskpro.in Sivaramakrishnan President – Banking & FS M- 98690 19311 smaran.iyer@riskpro.in Rahul Bhan Director M- 99680 05042 rahul.bhan@riskpro.in Hemant Seigell SVP – Risk Management M- 99536 97905 hemant.seigell@riskpro.in Casper Abraham Director M- 98450 61870 casper.abraham@riskpro.in Vijayan Govindarajan EVP – Risk Management M- 99166 63652 vijayan.govindarajan@riskpro.in Ravikiran Bhandari VP – IT Risk Advisory M- 99001 69562 ravikiran.bhandari@riskpro.in Ghaziabad / Noida Chennai Kolkata Gurgaon Siddhartha Ghosh EVP - Finance M- 9810058072 Siddhartha.Ghosh@riskpro.in R Gupta - Insurance Risk M- 98101 07387 R. Muralidharan EVP – Risk Management M- 95660 77326 murali@riskpro.in Kashi Banerjee EVP – Risk Management M- 98304 75375 kashi.banerjee@riskpro.in Nilesh Bhatia Head – Human Capital Mgt. M- 98182 93434 nilesh.bhatia@riskpro.in Asok Sit EVP – Telecom Risk Advisory M- 98105 03463 asok.sit@riskpro.in Pune Salem Ahmedabad Hyderabad / Agra M.L. Jain Principal – Strategy Risk M- 98220 11987 mljain@riskpro.in Priti Tawari M- 9011054085 Chandrasekeran Recruitment franchisee M – 94435 99132 Manoj Kumar M – 98983 65320 Maulik Manakiwala M – 98256 40046 Gourav Ladha Phanindra Prakash (Hyderabad) Member Firm M- 95500 61616 Alok Kumar Agarwal (Agra) Member Firm M- 99971 65253

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