Aashish is a Senior Vice President in AlixPartners’ Turnaround & Restructuring Services Practice, assisting management teams overcome their most-pressing financial and operational challenges.
Aashish has extensive experience with operational turnarounds, business and financial restructurings, multifaceted M&A processes and due diligence efforts including carve-outs and spin-offs. During his career, Aashish’s clients have spanned a variety of industries including, technology, media and entertainment, telecom, healthcare, airlines, oil and gas, among others.
He has a proven ability to work across all levels of client organizations and navigating critical areas of complex processes, including long-term business plan development, near-term cash flow modeling and liquidity management, organizational design, and profitability improvement.
Prior to AlixPartners, Aashish was with Deloitte, advising global-footprint Fortune 500 companies on transfer pricing value-chain alignment matters.
Aashish is a Master of Business Administration from the University of Chicago Booth School of Business and a Bachelor of Business from Indiana University Kelley School of Business.
Career highlights:
- Led the business operations and vendor management team for a healthcare system with 32 healthcare facilities, helping manage $60M in weekly vendor spend to extend cash runway while managing $1B in aged payables.
- Supported a $4B airline company’s CFO and FP&A teams with IPO readiness, by building a five-year long-range business plan, tracking financial and operational metrics down to free cash flow generation, debt waterfall, and airline-industry specific KPIs.
- Liquidity cashflow management for a $2B revenue company, working with CFO’s office in managing daily and 13-week cashflow while coordinating with sponsor, lender advisors, and counsel in pursuing liability management exercise to address upcoming cash troughs and debt maturities.
- Key member of business transformation office that designed and implemented a strategic transformation program over six months for a $3B revenue company, delivering ~$600M in annual run-rate EBITDA improvements.
- Undertook a strategic alternatives exercise for a $3B revenue company, including determining revenue perimeters for potential carve-out of a $500M revenue business, and its resulting cashflow and EBITDA impact.
- Constructed and managed short/medium-term business plan model, identifying potential turnaround strategies, including EBITDA improvement and strategic alternatives for sponsors of a Private-Equity owned portfolio company in the oil & gas servicing industry.
- Prepared confidential information memorandum for a private equity-owned oil & gas business, with comprehensive overview of financials, EBITDA and cashflow forecasts, details of operations, market positioning, and customer footprint.
