This document provides an overview of Riskpro India, a risk management consulting firm with offices in New Delhi, Mumbai, and Bangalore. It details Riskpro's mission to provide integrated risk management solutions to mid-large sized corporates and financial institutions in India. The document outlines Riskpro's value propositions including affordable services delivered by skilled professionals. It also summarizes Riskpro's service offerings such as Basel compliance advisory, corporate risk advisory, IT risk advisory, and corporate restructuring advisory.

1. 1
CORPORATE RESTRUCTURING ADVISORY PROPOSAL
Riskpro India
New Delhi, Mumbai, Bangalore

2. 2
About Risk Pro

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
Riskpro’s Network Presence
New Delhi
Mumbai
Bangalore
Ahmedabad
Pune
Agra
Salem
Kolkata
Hyderabad
Chennai
Jaipur

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
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
Corporate Restructuring
Advisory –
Concept 2 Completion

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
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
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
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
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
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
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
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
The Restructuring Chart
Diagnostic
SWOT
Analysis
Planning
Implement
ation
Due
Diligence

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
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
Restructuring Checklist

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
Our Approach Model- Corporate Restructuring

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
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
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
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
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
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
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
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
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
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
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
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
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
 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
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
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