Pranet Patra

A transaction strategy and execution professional with strong skills in due diligence as well as in managing stakeholders, in a fast paced and challenging environment. Hands-on experience in leading and managing teams across borders whilst leading in internal initiatives for the team.

Executive, EY-Parthenon – Transaction Strategy and Execution (London, UK)

• Developed a robust separation blueprint for a carve-out of a manufacturing business. This included analysing the financials to develop one-off and standalone costs as well as create Day-1 and standalone operating models. Thereby, supporting with the successful creation of the separation blueprint. 
• Developed a TSA-exit strategy for a PE client in an acquisition worth $450m. This includes analysis of as-is TSA platform, identifying target operating model and resource model, as well as analysis of local and global contracts. Thereby, built a robust migration plan for standalone operations.
• Jointly let the SMO and the IT workstream in a sign-to-close planning phase of a global transaction worth $960m, spread across 36 countries. Ensured a robust separation plan was put in place, provided governance for timely completion of tasks, identify risks and mitigations, as well as provided value-added services e.g., comms support and TSA review support. Thus, helped Close EY EMEA’s largest sell-and-separate project.
• Led the IT workstream for a buy-side Due Diligence for a PE client. Responsibilities involve, thorough analysis of the VDR documentations of the target firm, analyse the IT financials and perform benchmarking against industry standards and finally, create a DD report. Thereby, supporting the PE firm mitigate investment risks. 
• Led the IT workstream in a pre-deal phase for global carve-out project spread across 36 countries. Performed IT Due Diligence and developed Day 1 and Standalone Op models. Created SID report and supported with publishing the IM, as well as supported the client in preparing for the Buyer sessions. Further, liaised with the IT vendor to develop an IT separation plan. Thus, supported in finalising a deal worth $960m. 
• Leading multiple internal initiatives e.g., recruitment, onboarding and DE&I. Recruitment involves planning and executing university visits as well conducting interviews. Onboarding involves planning and executing trainings and initial set-ups for new joiners and interns. And finally, for DE&I, I am responsible for all internal DE&I comms.

• Led the IT workstream within the integration management office for a UK financial firm acquiring a European retail bank. Supported the VP-IT in defining the IT strategy by analysing the business-critical processes and applications as well as the synergy opportunities. Thereby, supported the integration planning of an acquisition worth €550m.
• Designed and developed the Day 1 transition plan and TSA requirements for a FS sector client. This involved as-is discovery of the target’s IT landscape and processes. Performed IT due diligence to scrutinise the IT landscape as well as identified the areas that required TSA/LTA support. Thus helped the IMO to develop a robust Day 1 plan.

• Designed and implemented an IT Transformation Strategy for KPMG. Performed as-is analysis of IT landscape and processes. Developed a mid-term and long-term strategy to centralise and modernise the IT landscape and jointly ran the IT transition & transformation with the Director-IT to implement the strategy. Thus, helped KPMG to modernise the IT landscape and save £5m. 
• Worked on commercial model for an IT Transformation programme which involved developing cost models followed by generating a cost-benefit model thereby making a business case and help present to the senior management. 

• Led 6 cross-functional teams, supporting Supply Chain & Business Operations generating £4M in yearly revenue, simultaneously for 2 UK retailers. This included project delivery, monitoring on-going projects, defining, and measuring KPIs around productivity as well as client relations and stakeholder management.

• Led an 18-member IT team with a total annual revenue of £2M for a UK based food retailer. Designed and implemented the IT Infrastructure upgrade project to improve business operations’ efficiency by 25%. 

Alliance Manchester Business School (Manchester, UK)

Full-time MBA Programme

• Merit Holder

Bachelor of Technology (Electronics and Telecommunications Engineering)

• First Class with Distinction