Sai Mani

Sai Mani has nearly 15 years of professional experience in operations, supply chain, manufacturing, asset management, product development, project management, business performance improvement and due diligence advisory. Mr. Mani’s industry experience includes oil and gas exploration and production (“E&P”), oilfield services (“OFS”), chemicals, construction and manufacturing.

Mr. Mani has extensive and diverse experience across various business functions, industries, geographies enabling performance improvement and identifying red flags that can affect deals. His experience includes business plan review, operational due diligence, global strategic sourcing, operations efficiency improvement, project management and process design. He has assisted private and public companies, in identifying value and realizing improvements.

Prior to joining FTI Consulting, Mr. Mani worked for Alvarez & Marsal in their Corporate Performance Improvement practice, advising clients on assessing performance across functions to realize savings. Prior to that, he worked for Schlumberger for 13 years in multiple positions across the U.S., Saudi Arabia, Azerbaijan and Tunisia in their downhole technology groups.

Relevant Experience:

• Pre-deal diligence: Led red flag analysis of a $40 million Asian industrial gas plant focusing on asset management and maintenance efficiency; led operations benchmarking for South Texas asset sale of a $5 billion public E&P company; led buy-side operations diligence assessment of a $450 million North American chemical company for an Asian conglomerate; led buy-side synergy assessment for a private equity-owned lighting firm; led carve-out diligence by product line for a private equity-owned healthcare tech startup
• Post-deal support: Led back-office setup for shared services for $400 million public OFS company focusing on merger integration structure; led carve-out for a gas pipe manufacturing division of a $1 billion public tubing manufacturing company; led operations and labor assessment of $100 million carve-out of an oilfield services company, focusing on location profitability and selling, general and administration (“SG&A”) spend management
• Corporate experience: Global product delivery transition for a $600 million business line through manufacturing footprint rationalization and make-buy assessments; end-to-end supply chain management for $40 million production facility, enabling product cost targets