Ali works with ambitious management teams and investors in infrastructure, technology, and engineering. His approach is grounded in through-cycle value creation with its combination of sustained growth and improved returns on invested capital (ROIC). He works on growth strategy, commercial and operating transformations, and everything from diligence to integration throughout M&A transactions.
Examples of Ali’s recent work include:
- shaping and executing a commercial excellence transformation for a global logistics player to help the company achieve ambitious, publicly stated growth targets (approximately 10 percent sustained over five years) while also exploring larger, higher-margin customer accounts
- crafting the equity story and supporting the management team through a capital markets day for a $10 billion US-listed logistics player, resulting in a stock price bump of 7 percent over the market
- advising on the launch of a construction software business on behalf of a venture capital investor, including developing a minimum viable product, designing a go to market strategy, and accelerating time to market by six months
- developing a $15 billion growth strategy for an international real estate player; grounded in core business growth, the launch of a new digital business, and programmatic M&A, it also raised ROIC by 5 percent
- leading both diligence and integration for a US-based private equity investor over the course of multiple acquisitions; this buy-and-build strategy quadrupled the size of the original portfolio company while increasing overall EBITDA by 4 percent
- driving the operational transformation of a $6 billion industrial services company on behalf of a private equity investor; the EBITDA went from the bottom to the top quartile of its peer group after commercial margins were strengthened, cost performance was improved, and working capital was reduced
- fundamentally rescoping a cost reduction program on a $12 billion infrastructure project; reducing direct procurement spend, improving indirect cost control, and re-engineering high-value components drove 14 percent savings