Sajjad Ali

Sajjad Ali is a senior leader in FTI Consulting’s Merger Integration & Carve-Out (“MICO”) practice. Mr. Ali has diverse experience advising private equity and corporate C-level clients on merger integrations and divestitures across the transaction lifecycle as well leading holistic business transformation engagements.

Mr. Ali has advised clients on pre-sign diligence, synergy assessment, standalone costing, Day One readiness planning and deal closing and negotiations including Transition Services Agreement (“TSA”), integration and separation planning and post-close execution. He also has extensive experience launching and managing the Project Management Office (“PMO”), leading large cross-functional teams to oversee the overall success of the transaction.

Mr. Ali also has significant finance and accounting execution experience in transactions and operationally, serving in multiple interim senior Financial Planning and Analysis (“FP&A”) roles for private equity portfolio companies as well as designing and executing finance diagnostics and transformation initiatives.

Prior to joining FTI Consulting, Mr. Ali was part of J. P. Morgan’s Corporate Investment Bank for four years, where he rotated through various groups including Global Trade & Loan Products, Treasury Services and New Product Development. He gained diverse experiences leading projects and initiatives across an array of industries including financial services, retail, industrial products, consumer goods and pharmaceuticals.

Relevant Experience:

• Managed the cross-functional synergy workstream in the Integration Management Office (“IMO”) during integration planning for a $2 billion newly combined media company, collaborating across front- and back-office functions to identify more than $125 million of cost synergy savings through organization re-design, back-office transformation and strategic sourcing opportunities
• Led the finance function stand-up of a $500 million real estate investment bank as part of a carve-out from a $102 billion financial services parent company where responsibilities included developing and operationalizing the target operating model, implementing end-to-end financial processes, scoping and analyzing the TSA, building out management and investor reporting packages, selecting and implementing the Enterprise Resource Planning (“ERP”) system, developing the tax and audit outsourcing strategy and executing on the overall Day One readiness program
• Oversaw buy-side carve-out diligence and integration planning for the carve-out of two subsidiaries from a $15 billion global media company and integration into an existing portfolio company; responsibilities included leading all aspects of current operating model review, standalone cost and synergy analysis, TSA drafting and negotiation and integration strategy and planning, including target operating model design and development of a detailed integration playbook by function