ANTOINE MAVEL

Part of operational due diligence team, this team works with clients to assess potential merger synergies, stand-alone performance improvement opportunities, and operational risks, getting behind the numbers to identify the operational risks and opportunities revolving around a deal, in order to understand what is required to realize the internal improvement potential of an acquisition.
- Corporate and Private Equity clients
- Merger synergies benefit
- Stand-alone performance improvements of buy-outs
- Operational turnarounds for underperforming companies

Opera is a global management consulting group focused on Private Equity groups and blue chip clients in a wide range of sectors including FMCG, Manufacturing, Distribution and Retail. By leveraging a combination of next generation analytics, strategic advisory services, and end?to?end execution Opera delivers significant bottom line improvement.

During my time at Opera I have had the opportunity to work on multiple projects including:
1) Credit and Risk Services for the Spanish operations of a top UK bank.
Objective: improve the retail portfolio collections performance, redefine collections practices and grow profitability across the entire credit/collections cycle. Length: 6 months on-site
Project location: Spain
2) Procurement Optimization for the European manufacturing portfolio company of a world leading Private Equity group.
Objective: generate savings through the identification of new suppliers, consolidation of volumes, negotiations of contracts and launch of e-auctions. Length: 8 months on-site. Project location: Germany and Belgium

• Developed strategic and financial analysis surrounding new products and services initiatives available within the Antivirus, Backup and Recovery spaces.
• Identified gaps in the technology portfolio and presented recommendations for acquisitions through industry research, interviews, financial analysis and valuations.
• Delivered actionable recommendations on EMC partners performance in Asia.

• Advised the CEO on a weekly basis regarding operational and financial performance metrics.
• Defined acquisition targets and key alliances to support our growth in China.
• Led and managed Chinese teams of 3 to 50 people in production, quality, sales and operations.
• Initiated a 6-person cross-functional team that successfully reduced storage cost by 40%.
• Increased sales by more than 600% in 3 years, from $400,000 to $3M.
• Successfully led the completion of a $2M deal with Nokia, company’s largest deal ever with our chinese plant
• Self-acquired significant industry knowledge to drive key deals with Philips, Safran and Valeo.
• Proactively managed top senior management clients and continuously developed client network.