Anuj Mody

Anuj Mody engages and partners with clients to reduce selling, general and administrative (“SG&A”) costs, drive operations improvement, operationalize mergers and acquisitions (“M&A”) integration/divestiture and improve working capital. Mr. Mody works with clients in consumer goods, retail, industrial products and private equity portfolio companies. Within consumer goods and retail, he also specializes in the beauty and personal care space.

Mr. Mody focuses on improving overall profitability and free cash flow. He develops and implements strategies to reduce SG&A costs, conducts operational due diligence, manages manufacturing ramp-ups and business shutdowns, and drives working capital improvement and Financial Planning & Analysis (“FP&A”) transformation.

Additionally, Mr. Mody has expertise in lender-side and a unsecured creditors’ committee (“UCC”) advisory. He has led several business plan assessments and advised clients on transformation needs to enable a sustainable go-forward business model.

Relevant Experience:

• Conducted diagnostics, designed and implemented general and administrative (“G&A”) cost reduction programs; example levers include consolidation, automation/digitization, operating model, right-shoring, demand management and process standardization
• Assessed G&A cost structure, rationalized store footprint and distribution center network and analyzed eCommerce and central fill capabilities for a $17 billion pharmaceutical retailer
• Analyzed plant-level profit and loss (“P&L”) to identify root causes of variances in cost of goods sold (“COGS”) and developed a roadmap and implementation plan for a U.S.-based restaurant chain
• Conducted a business plan assessment for a consumer goods company, focusing on market share evolution of key products and revenue by geography/channel; assessed manufacturing capabilities and identified areas to reduce costs
• Drove working capital improvement initiatives to enhance operating cash flow for industrial products companies
• Operationalized M&A integration/divestitures with a focus on human resources, IT, finance, legal and operations
• Conducted operational due diligence for a vitamin supplement manufacturer; identified opportunities across the operations value chain, specifically targeting procurement, manufacturing (e.g., improving overall equipment effectiveness “OEE”, labor), sales & operations planning (“S&OP”) and improving profitability by rationalizing the product portfolio
• Led a production ramp-up at a brownfield manufacturing facility for a client in the food industry; led end-to-end discussions across procurement, production layout, equipment commissioning, qualification and validation (“CQV”), food safety and quality (“FSQ”), regulatory approval and certification, warehousing and distribution