BHUSHAN DANDAWATE

**** ******** **** *****, *******, VA 22030

abjsdh@r.postjobfree.com

703-***-****

PROFESSIONAL EXPERIENCE

Managing Partner, Zolon Corporation 2009-Present

Leading a rollup of several IT, ITES and software development companies

to build a $ 300 M IT Services company.

. $35 million acquisitions of 3 companies in 5 months

- Led financial due diligence, contract negotiations, final deal

Structuring and execution that created a platform to build a $

150M-200M IT services company

- Formulated some very creative deal structure for each transaction

with Cash, earn-out and equity which broke the impasse and helped

close the deal

. Evaluating 6 targets acquisitions which could lead to revenue

augmentation of over $ 40M

- Streamline targets for fit with existing platform and strategy

which includes complementary skills and capabilities, additional

revenue generation opportunities and Cultural fit

- Lead a team of 3 external financial consultants who perform the

valuations (include projected cost savings, EBITDA multiples, DCF

etc.)

- Review and help build financial models to assess the profitability

of the acquisitions (include identifying cost savings, projections

Consolidated Financial projections, impact on parent company's

valuation)

. Prepare and present investment options to the PE Funds, institutional

investors as well as wealthy private investors to attract about $ 10M

in equity and debt financing

Managing Partner, AVC LLC 2006-2009

Leading a boutique Investment Banking practice which advises on domestic

and international Mergers and Acquisitions in several verticals,

identifying funding sources, identifying and negotiating cross-border

strategic alliances

. Advised an IT services company on a $ 250M acquisition.

- Identified $ 30M in new growth opportunities leveraging new

management's talent and network; identified about 25% in cost

savings which would increase the EBITDA

- Identified and negotiated a mixture of equity and debt for $ 280M

worth of funds

- Advised client not to proceed based on the non-cultural fit and

last-minute uncovered liabilities

. Advised on $ 20M cross-border acquisition

- Identified and evaluated 12 targets for the client in India;

eliminated 9 and led due diligence on 3 targets and advised on

deal structure and post acquisition integration

. Advised on $ 125M cross-border acquisition of a US Public

manufacturing company for a Indian client

- Build financial models based on the public information and CapIQ

details

- Identified areas of synergy between the two companies which would

lead to 25% cost savings and increased EBITDA for the parent and

the target

- Identified close to $ 20 M US based funding to augment the clients

- Advised on the stock price offering for the public tender offer

- The deal was aborted due to market crash and thus the loss of

valuation of the US public target

. Divisional President $ 10 M division of a public entity to streamline

work and optimize performance for a 8 months assignment

- Advised client to divest the asset since the business model was

out-of-date

- Executed a smooth divestiture of all assets by selling off 2

service lines to competitors and merging balance operations into

other divisions of the company

Executive Director, HBI, New York, NY 2005-2006

Led the efforts of the Hinduja Group to enter in the US and North

American market through acquisitions, JVs, and Strategic Relationships

for five verticals. The Hinduja Group is a multi-billion dollar

conglomerate spanning over 5 continents, 25 countries and five major

verticals.

. Led acquisition of a $ 8 M revenue call center in NA with operations

in US and Canada

- Led financial due diligence, contract negotiations, final deal

Structuring and execution

- Also helped post acquisition integration of operations and other

systems between the parent and the target

. Evaluated over 50 acquisition targets for all the Hinduja group

companies:

- Ashok Leyland (Automotive) - 7 targets for auto components,

Automotive alliances ranging from $ 10 M to 150 M

- Gulf Oil (Oil and Gas) - 3 targets Ranging from $ 5- 7 M

- HTMT(IT Services, ITE Services, Healthcare BPO) - over 30 targets

Ranging from $ 7 to 25M

Led negotiations of acquiring at least 5 of these targets.

. Identified and led the negotiations for JVs and strategic Alliances

between IndusInd Bank (India) and 3 banks in the US

Program Manager/Director, Intelsat Washington DC 2000-2005

Intelsat is a major satellite company with 22 satellites and $ 1.2

Billion annual revenue. Directly responsible for setting up - from

concept to launch - a new world wide $ 100M Internet service line.

Involved as a team leader for the acquisition of Comsat assets ($ 250+M)

as well as LoralSat ($ 1+B). Manage and track against a budget of $ 10

Million which includes hiring personnel as well as buying decisions.

. Led the strategic and operational due diligence during the acquisition

of Comsat ($ 250+M) and LoralSat ($ 1+B)

. Led the building of realistic financial models and achieving

. Built and managed a high-powered team which developed and executed a

business plan for the new Internet service

- Prepared market feasibility studies and global market research to

identify and quantify opportunity

- Created and successfully implemented engineering, sales and

business processes to ensure the success of the service

- Developed business and strategic relationships with companies in

Asia to launch this Internet service

- Designed and implemented infrastructure (which included PoPs,

Ground Segment, Hubs) in Europe, Asia and the US to serve a world

wide audience

. Directly supervised 10 people which included up to 4 senior managers

and indirectly supervised up to 50 people

. Set departmental objectives and developed and track evaluation metrics

for all direct in indirectly supervised personnel

Senior Financial and Business Analyst, Ford Motor Company 1992-2000

Controlled $300 million budget (Engineering and A&S) for Ford's Asia

Pacific Division.

Drove classified initiative with Ford upper management to change Ford's

image and the way it does business in the Asia Pacific region.

Chaired an executive-level manpower allocation committee composed of the

president of the division, the financial controller, the director of

product development, the director of human resources, and other senior

management.

Drove product strategy for Ford in the Asia Pacific region. Strategized

introduction of new products, evaluated impact of new products on the

bottom line of the division and SBUs, developed outsourcing strategies,

and coordinated information flow between product development and the

financial community.

Led a team of six analysts to create and manage a $2.5 billion budget for

Ford plants in North America. Conducted budget forecasting and formulated

performance criteria for plant management. Saved $25 million through cost

control and budget reallocation at six truck plants.

General Manager, EMRC Software, Troy, MI 1985-1992

Led the acquisition of 3 entities outside the US (1 in UK, 1 on Japan,

and 1 France) aggregating $ 7M

Created a new division in India and doubled revenues within one year.

Hired and managed 25 engineers, set salary requirements and performance

criteria, and handled personnel issues. Appointed, trained and managed

four local dealers to market company software. Gained an additional 25%

market share through aggressive marketing and sales targets.

Built strategic alliances with AutoDesk, IBM, Sony, Silicon Graphics and

Sun to co-brand and market the company's products.

Improved products and increased customer satisfaction through development

of a company-wide system to monitor user suggestions and complaints.

Enhanced communication between customers and program development teams.

Created satellite offices and appointed dealers in Japan, India, Korea

and England. Evaluated and carried out due diligence on companies around

the world.

Brought two software products from conception to market. Managed product

development and programming, led a software team and marketed specialized

product to customers.

EDUCATION

University of Michigan Business School, Ann Arbor, MI June 1997

Master of Business Administration

Emphases in international business strategy, marketing and finance

Clemson University, Clemson, SC May 1984

Master of Science

GPA 4.0/4.0

Indian Institute of Technology, Bombay, India August 1980

Bachelor of Technology

President of the Student Council (1979-80)

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