Ashwin Mohandas

Lead a CEO/ executive-sponsored transformation across multiple business units of a ~$500M diversified transport and defense group, structuring and prioritizing a portfolio of cost, margin and revenue initiatives against P&L impact and ROI.

Built enterprise-wide, real-time P&L and cost-to-serve visibility across business units, moving from no consolidated cost transparency to a live view now driving pricing and margin decisions.

Established governance, tracking and reporting structures and prioritized initiatives by ROI and P&L impact, acting as the central coordination point between executive leadership, operations and business units.

Drove accountability across functions for delivery against transformation and financial-performance targets, identifying risks early and driving corrective action.

Advised operators, holding groups, regulators and investors; led transformation, restructuring and performance-improvement mandates across the region.

Structured and executed multi-business transformation and performance-improvement programs through formal performance and governance frameworks, from initiative design to measurable delivery.

Led restructuring and growth mandates for operating businesses and holding groups across complex, multi-stakeholder environments.

Led performance-improvement, turnaround and growth mandates across operating businesses and portfolios; helped build and scale the regional practice.

Led a profitability turnaround of an ICT portfolio inside a diversified real-estate group, combining cost reduction with revenue restructuring across multiple business lines.

Drove operational performance improvement for a global manufacturer through inventory and bottleneck redesign, and delivered a corporatization and turnaround program with a defined financial roadmap.

Built investment and business cases across infrastructure assets (including a digital-control-tower deployment identifying ~10% cost savings), prioritising initiatives by ROI.