Maneesh Garg

Led the $1B sell-side transaction bringing Warburg Pincus onto the Everise cap table, and arranged $420M of TLA/TLB syndicated financing with a US lender consortium — managed end-to-end including diligence, SPA negotiation, lender syndication, and Board execution; anchor deals within a portfolio of 10+ strategic transactions closed in the role. Directed the $200M CGS carve-out of the healthcare and utility vertical into Everise (acquired 2024, integration completed mid-2025) — integrated 10,000+ employees across multiple geographies with zero operational disruption and 100% of targeted post-merger synergies captured, the largest single integration in company history. Rebuilt the enterprise finance operating model — deployed NetSuite + Planful, standardized IFRS controls, and redesigned the Board pack to link strategy directly to capital allocation; close cycle ↓10 days, DSO ↓7-10 days, EBITDA-to-free-cash conversion +10%, forecast accuracy lifted to 95%+, supported by Generative AI initiatives inside the finance function.

Drove group financial performance through a high-growth cycle — partnered with leadership during a period of 20%+ revenue CAGR and 7–9% EBITDA expansion for the IT-BPM group, building forecasting and capital-structure models that informed growth investment and financing decisions. Transformed close, audit, and working capital discipline — reduced monthly close cycle by 10 days, cut audit observations by 50%, and tightened collections (DSO ↓10–12 days, bad debts held below 0.2%) across multi-country operations. Headed Legal and Internal Audit for the group — instituted governance protocols and a controls framework that strengthened Board-level confidence in financials and statutory readiness.

Built the divisional finance and FP&A function from the ground up, scaling to 30+ professionals — established planning rhythm, management reporting cadence, and budget governance that became the corporate standard across business units. Owned the divisional operating budget aligning capex, opex, cash flows, and projections to the strategic plan — partnered with division leadership on cost-optimization and growth-investment cases that shaped corporate strategy. Delivered strategic financial insights to senior leadership that informed company policy on cost-cutting, capital deployment, and operational planning during the early years of the group's growth trajectory.

Delivered group consolidation and management reporting that supported EPS guidance to capital markets with 100% accuracy — variance discipline and forecasting rigor for the NYSE-listed business produced actual results that matched communicated guidance precisely. Led the monthly close cycle with audit-clean variance analytics and decision-support analytics that informed divisional leadership on margin, pricing, and operational performance. Strengthened statutory close, audit readiness, and policy compliance — enhanced the controls environment ahead of external audit cycles.

Built financial models that supported the $610M equity sale of Aegis and a $180M long-term financing round — partnered with investment bankers and sponsor on diligence, SPA negotiation, and post-close integration. Supported cross-border M&A across Malaysia, Argentina, South Africa, and UK ($12–50M deal range) plus a $49M divestiture — diligence, financial modeling, and SPA negotiation. Owned enterprise MIS (P&L, BS, CF), budgeting, and forecasting for senior leadership; managed banking relationships, covenant compliance, and credit profile through a multi-year growth and transaction cycle.

Enterprise MIS (P&L, BS, CF) and performance decks to senior leadership; budgeting and forecasting. Built financial models for debt/equity financing and impairment testing; supported M&A diligence and SPA negotiations. Managed bank/stakeholders; monitored covenants and credit profile.

Set up the greenfield finance function for Aditya Birla Minacs Philippines — built IFRS / IGAAP close cycle, statutory audit cadence, and budgetary governance from day one. Established the internal controls framework across capex and opex — enabled audit-clean operations and supported subsequent expansion of the Philippines entity. Built and led the local finance team — institutionalized month-end and management reporting processes still in use today.