Mitali Sharma

Mitali Sharma is a shareholder-return-focused advisor to C-suite executives and boards with more than 20 years of experience serving manufacturing-focused industries, including advanced manufacturing, robotics and automation, diversified industrials and consumer health. Ms. Sharma specializes in guiding clients through strategic decisions, both organic and inorganic, that enhance competitive positioning and market share.

An accomplished executive and thought leader, Ms. Sharma has been invited to speak at national and international conferences on innovation, disruptive growth and performance improvement. She is also a published author in these areas.

Ms. Sharma has led numerous large-scale transformations, driven by both transactions and organic growth initiatives across a wide range of deal sizes. Her experience spans the full deal lifecycle, including buy-side and sell-side work, for both private equity and corporate clients. She also advises companies on leveraging R&D and intellectual property to drive top-line growth and applying Lean Six Sigma principles to reimagine enterprise-wide cost structures.

Prior to joining FTI Consulting, Ms. Sharma held leadership roles at EY-Parthenon, Accenture, PRTM (now PwC) and A.T. Kearney.

Relevant Experience:

• Advised the division president of a global industrial automation company on a five-year organic and inorganic growth strategy, including R&D investment, M&A opportunities and operational improvements
• Supported an industrial automation firm’s sensor division on inorganic growth strategy, including target identification, screening and deal execution support
• Led a carve-out for a leading paper and pulp manufacturer; designed post-spinoff operating models for both RemainCo and SpinCo to enhance market positioning and operational efficiency, driving cost savings and top-line growth
• Oversaw sign-to-close execution, synergy identification and post-close readiness for a merger of equals between two multibillion-dollar industrial companies; developed the post-close operating model and synergy realization plan
• Developed a five-year growth and execution plan for a diversified food and retail company, including M&A strategy, integration planning, product portfolio optimization, organizational restructuring and exit strategy
• Guided a large industrial conglomerate on strategic alternatives for its warehouse automation business
• Led commercial and operational due diligence for an electronic component contract manufacturer; advised senior leadership on growth opportunities and operational improvements