Shefali Khaladkar is a Partner in the M&A DT&PMI practice within the Strategy, Risk & Transactions business at Deloitte India. She is a Chartered Accountant with over 20 years of experience spanning industry leadership roles and “Big Four” advisory and assurance services. She brings a strong operator's perspective, having held leadership positions with a Fortune 500 company, Fresenius Kabi, and a private equity portfolio company, Vyome Therapeutics.
Having worked across the US, Europe and Asia, Shefali has extensive experience operating in multicultural and cross-border business environments. She has more than 13 years of experience in the pharmaceuticals, biotechnology and life sciences sectors, where she has served in key management and leadership roles reporting to CXOs, audit committees, boards of directors and global corporate functions.
Throughout her career, she has led and managed critical functions, including M&A, finance, tax, legal, secretarial and commercial operations, delivering strategic and operational value across organisations.
Select client highlights:
- Led strategic transformation projects, including business reorganisations and turnaround initiatives, M&A transactions across the deal life cycle, encompassing mergers, acquisitions, demergers and carve-outs (both pre-, in- and post-deal). She brings deep expertise in tax and regulatory complexities, including setting up and operationalising cross-border business structures.
- Led integration for a large pharmaceutical and life sciences company by designing and implementing a KPI-based framework across regions and business segments to help evaluate performance. She also established and implemented robust FP&A processes to improve operational and financial performance.
- Led a finance transformation project for the third-largest global ship management company, headquartered in Singapore and operating across more than 10 countries and seven business segments. The engagement focused on streamlining, integrating and strengthening finance operational processes.
- Led post-merger integration for two acquisitions undertaken by a large shipping and logistics company, establishing critical business processes across finance, project management, FP&A and ERP integration (SAP and Infor) to enable seamless integration and value realisation.
- Led a buy-side synergy assessment and structuring of a Target Operating Model (TOM) as part of the acquisition strategy during the bidding stage for a major Swiss multinational corporation.
- Led strategic projects focused on centralising finance processes, designing Service-Level Agreement (SLA) mechanisms for inter-business-unit chargebacks, and the assessment of the merger of multiple entities in India to unlock efficiencies through the consolidation of back-end functions and realisation of operational synergies.