Wannia Jamil

Corporate Strategy

• Conducted comprehensive market analysis and due diligence to identify investment opportunities in emerging technologies and fintech companies for PwC's Financial Services (FS) GTM offering, leading to 6 joint ventures in FY23
• Developed Excel-based financial models with sensitivity analysis to project cash flows for external investment opportunities, presenting analyses to facilitate strategic growth initiatives to the PwC UK investment committee
• Managed the Virtual Data Room (VDR) for a high-profile M&A project, overseeing the organisation, screening, and distribution of crucial documents to internal PwC teams e.g Legal and Risk, to ensure cross-functional collaboration
• Led a cross-functional team in a comprehensive cost optimisation initiative for Al Rajhi Bank, identifying and implementing process improvements and efficiency measures that resulted in a 12% reduction in operational costs
• Conducted comprehensive analysis of financial statements and operational data, to support the buy-side operational due diligence for CVC, for their successful investment in Spectrum Medical Group, valued at £1bn
• Supported on conducting a sensitivity analysis on the projected volume growth of 8 Spectrum products, enabling an accurate review of their products pricing breakdown and understanding the key drivers of their growth trajectory
• Consulted Asda, for redefining the organisation's strategic direction and business model, contributing to the successful adaptation to changing market dynamics and enhancing the franchise's competitiveness in the retail industry
• Acted as the engagement lead for 3 FinTech acquisition targets across FY23/4, managing 4 associates in completing the financial and operational due diligence, whilst leading the relationship with the target management team.

Operating Model Transformation

• Managed client group workshops and 1:1 interviews to refine their 'as-is' process flow and meticulously mapped the revised processes using Visio, identifying areas of processes standardisation and operational pain points
• Analysed the current and future state of Skanska's operating model, to identify the [undisclosed%] revenue growth resulting from the implementation of Oracle Cloud ERP across its procurement and financial business units
• Leveraged Power BI and Tableau to deliver a data-driven presentation of Skanska's financial performance to leadership, influencing the development of new strategic UK wide KPIs, aligned to Skanska's updated operating model

Other relevant experience

• Established and set up a robust governance structure for the PwC Corporate Development team, introducing a set of
• KPIs tailored to the firm's growth strategy and improving the efficiency of executing internal M&A transactions
• Supported on rolling out and managing a proprietary change management tool to complete a diagnostic phase for 6 internal teams and analysed all data to present to management various streamlining opportunities., Mentored by McKinsey, to attend workshops and training sessions across Europe to explore topics ranging from global energy and materials, energy transition, digital manufacturing, to product development and supply chain.

• Delivered a transformative project that resulted in a 30% increase in downstream product yield, mitigated existing process risks and reduced OPEX costs by 12% annually, using relational databases and plant trialling
• Collaborated with cross-functional teams, leveraging technical expertise and industry best practices to drive continuous improvement for 12 live projects and ensure compliance with safety and environmental standards.