Anish Mehta

With an investment of over USD 2 Bn, TCI Sanmar (part of the Sanmar Group) is one of the largest producers of chemicals in the MENA region. Starting as an Independent Consultant with TCI, I subsequently joined the MD Office to establish and institutionalize the enterprise-wide Business Excellence function.
• Worked with the Managing Director & Executive Director on strategic projects including CAPEX business cases, digital transformation initiatives, new business diversification plans, identification of commercial/sales growth opportunities, short- & long-term strategic plans linked with group strategy
o Evaluated venturing into R22 refrigerant, liaising with Regulatory institutions, SMEs & UNIDO with respect to the Montreal Protocol; Built Business Case for forward integration into Calcium Carbonate production
o Engaged with external consultants to explore relevant AI use-cases & Agentic AI, Industry 4.0 solutions & SAP S4 Hana implementation
o Optimized commercial strategy & incentive structure through detailed sales, pricing & geographical analytics
• Designed an integrated KPI architecture aligned to Company & Group Strategy and linking interdependencies across operations and corporate functions; Setup governance structures for periodically data & performance reviews
• Built complex Power BI dashboards for data-driven performance monitoring and executive decision making
• Delivered ~USD 7M+ of bottom-line benefit by optimizing the Planning, Procurement & Engineering functions

Provided senior-level advisory to businesses across the UAE and wider GCC on strategic transformation, growth acceleration, operating model redesign, and investment strategy. Key mandates included:
• Enterprise strategic transformation and commercial strategy redesign for a major Beauty & Cosmetics distributor-retailer across GCC to drive profitable growth and improve corporate efficiency
• 1-to-100 business strategy, operating model design & growth roadmap for one of UAE’s largest Pet Services platforms
• Business plan, investor pitch development & market entry strategy for an African mobile VAS provider into eSIMs
• M&A target screening and strategic opportunity assessment for an Indian conglomerate evaluating GCC expansion

Led group-wide strategic transformation & diversification initiatives under the Group CEO’s Office at Falcon Technologies, owned by the Investment Development Office of the Government of Ras Al Khaimah.
• Identified, structured, and launched two greenfield ventures (Medical Consumables and 3D Printing) with revenue potential exceeding USD 15M; Defined target operating models & commercial strategies for the new businesses
• Implemented Balanced Scorecard-led Corporate Performance Management framework across portfolio companies to improve accountability and execution discipline; Delivered USD 650K+ bottom-line improvement through Lean transformation, operational restructuring, and analytics-led cost optimization
• Served on the Executive Committee working closely with the Board of Directors, driving long-term growth strategy, organizational development, and board-level transformation priorities
• Supported the RAK Sovereign Family Office on M&A Opportunity scouting, and growth & transformation for portfolio companies

As the COO & subsequently as CEO, I led the full-scale strategic and operational turnaround of a loss-making manufacturing business into one of India’s largest decorative metal packaging companies with strong profitability and market leadership.
• Delivered 4x revenue growth over five years through complete commercial transformation, innovation-led product development, portfolio rationalization, and sector/geographic expansion
• Turned EBITDA from negative to industry-leading levels through automation, organizational restructuring, KPI-led performance management, procurement transformation, and Lean operations excellence
• Redesigned procurement strategy and built strategic sourcing networks across India, China, and Japan
• Led CAPEX-driven expansion including development of a new state-of-the-art manufacturing facility and backward integration through joint venture
• Managed extensive stakeholder engagement with financial institutions, investors, and government/regulatory bodies

Led management consulting engagements for this Big 4 entity across Bahrain and Oman.
• Delivered advisory on growth strategy, feasibility studies, commercial strategy, market entry business plans and sector diversification, across infrastructure, real estate, education, investment and medical sectors.
• Developed the ‘Cost of Doing Business in Bahrain’ annual report for Economic Development Board of Bahrain
• Clients included: Supreme Council for Planning (Oman), Port Services Corporation (Oman), Specific Council for Training in Hospitality (Bahrain), Ma’alem Holdings, Tamkeen etc.

Worked closely with SVPs of Insurance, Telecom & Government verticals to provide detailed Industry Research & Analysis, including competitive assessment, product benchmarking, GTM & penetration strategy across USA & Europe - This helped the verticals to grow by 15% to 40% over 2 years.

Supported the COO office in Commercial Due-Diligence for $200 Mn acquisition of Apollo Health Street.

Delivered projects across growth strategy, feasibility studies, transformation execution, operational improvement, and corporate performance management, along with Project Management & PMO setup
• Deep expertise in KPI architecture, Balanced Scorecard implementation, and operational excellence including Asset Utilization (OEE, MTBF, MTTR etc.), Lean (DMAIC, VSM etc.), process redesign, SOP design, and PMO governance
• Clients included: DP World (UAE), Al Nasser Group (UAE), Piramal Enterprise (Diversified Group), SCI (Logistics), Rolex Rings (Industrial - Automotive), Bunge (FMCG), Biostadt (Agri), Babson College (Edu) etc.