Sajjad Ali

Sajjad Ali advises private equity sponsors and corporate C-suite leaders on complex transactions and business transformations across the deal lifecycle. He specializes in pre sign diligence, sign to close planning, and post close execution, bringing multidisciplinary teams together to deliver seamless, integrated outcomes for clients.

Mr. Ali has led global merger integrations and carve outs for Fortune 500 companies and private equity backed platforms, serving as a trusted partner to executive leadership throughout the transaction process. He combines deep transaction expertise with functional experience in finance and accounting (“F&A”), enabling him to guide clients all aspects of a transaction, including transition service agreement (“TSA”) design and negotiation, F&A function design and execution, and broader organizational transformation.

His experience spans pre sign diligence, synergy assessment, Day 1 readiness, separation and integration planning, and post close execution. Mr. Ali also has extensive experience establishing and leading project management offices (“PMO”), coordinating large cross functional teams to drive disciplined execution and successful outcomes.

In his work, Mr. Ali partners closely with private equity sponsors, corporate executives, and advisors to translate strategic objectives into actionable plans that drive measurable results and navigate transaction and operational complexity. His approach is grounded in rigorous execution, cross functional collaboration, and a strong focus on client outcomes, helping organizations transition effectively and position themselves for sustained growth.

Prior to joining FTI Consulting, Mr. Ali was part of J.P. Morgan’s Corporate Investment Bank, where he held roles across Global Trade & Loan Products, Treasury Services, and New Product Development.

Relevant Experience:

• Oversaw buy-side carve-out diligence and integration planning for the carve-out of two subsidiaries from a $15B global media company and integration into an existing portfolio company; responsibilities included leading all aspects of the 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
• Advised private equity sponsors on the successful purchase and stand-up of a $900M Renewable Energy company, driving the pre-sign standalone analysis and TSA negotiations, overseeing the Day 1 and TSA planning and readiness, and managing the overall post-Close separation execution from the PMO while overseeing functional teams across Finance, HR and IT
• Led the Finance function stand-up of a $500M real estate investment bank as part of a carve-out from a $102B 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 1 readiness program