Neil Baishnab is a Director with Teneo in London, having joined Teneo as part of its purchase of Deloitte’s UK Restructuring business.

Neil is an experienced director who specialises in working with management teams as they navigate through challenging circumstances to deliver visibility and clarity to stakeholders.

He has over 20 years experience including as strategic advisor to the owner of a high growth consumer business, a variety of CFO roles for businesses undergoing transformative change and has been a hands on investment director in private equity.

Selected Project Experience

• Supported a global casual dining chain with c400 sites as it planned for recovery following Covid-19 shut-downs, re-engineering the existing STCF tool to implement a more robust forecasting process and embed a cash culture. In addition, utilised analytics on system generated data and distilled existing reporting to provide a credible information platform, giving the shareholders and Board clarity on drivers of financial performance.
• Accelerated review of the liquidity requirements of a listed global airline ahead of new funding lines being introduced to support it through the Covid-19 pandemic.
• Supporting the management team in a PE backed €1.4bln aviation business as it first faced the impact of Covid-19 – generated 20% saving in SGA savings and over €200m in incremental liquidity, together with re-forecasting and putting in place new KPIs to track performance.
• Assisted credit fund to a €900m pan European industrial products business in understanding the business and levers for cash management and cost optimisation, in particular providing clarity and detail on historic cash utilisation and future liquidity requirements.
• Strategic and operational role at a high growth multi-channel £300m retailer:
  • Vertical integration: development of cross border procurement and production strategy, delivering 20% savings on raw material costs.
  • Logistics efficiencies: established the cost saving potential for a new distribution centre located away from the existing HQ through lower rent and transport costs, also delivering a cash windfall for the shareholder;
  • Growth in new territories: appraisal of the US market and development of focussed and low risk launch strategy;
  • Bolt on acquisitions: targeted complementary businesses, creating incremental EBITDA and synergy from leveraging off existing supply chain and operational infrastructure;
• Transformative CFO / CRO roles in telco, energy and retail leading and implementing on cash management and cost control initiatives.
• Investment director at PE firm, leading the acquisition of a consumer paints brand from a multinational group. The role evolved in to an intensive turnaround post deal encompassing carving out the £185m revenue business to be a stand alone entity, securing £25m of new financing and delivering £15m of cost savings.