Haresh Ubale
B.E. Electronics (Hons), MMS

As Managing Partner of Odus Capital Advisory LLP, Haresh leads the team responsible for Origination and Execution of the Advisory assignments pertaining to capital raising including equity and debt both, mergers and acquisitions and capital restructuring. He predominantly cherishes his experience in advising investment opportunities for emerging corporates. Ongoing basis, he specially executes Board Advisory assignments with sustaining success. He holds a Masters degree in Management Studies post acquiring a Bachelor's degree in Electronics Engineering from University of Mumbai. He brings in 16 years of business management experience in corporate finance, investment banking, consumer products and services. He has worked with large corporate houses like ICICI Bank, TATAs and Johnson Controls, Inc. prior to coming exclusively into Advisory in 2011.

At ICICI Bank (2005-2010), he had developed and profitably managed corporate lending program of USD 1.2Bn for Automobile and Engineering Industry’s emerging corporates. He had also pioneered a lending program of USD 1.0Bn for Special Projects in Infrastructure Sector for ICICI Bank. He cherishes the accolade of successfully raising low cost capital from Financial Institutions like US Exim, USAID, Korean Exim, Bank of Bahrain and JBIC (Japanese Bank for International Commerce) for SMEs first time in India.

After his successful stint in corporate lending, he set up an M&A advisory desk for SME clients in ICICI Bank where in he advised SMEs for capital raising, buy or sell of equities, business and assets and managed the capital restructuring of companies too. While being part of Global Investment Banking Group of ICICI Bank, Haresh has successfully advised the investment banking transactions in sectors like education, healthcare, engineering, infrastructure and services industries.

A special mention is required for the recession of 2007-09 wherein Haresh played a key role in terms of managing the portfolio companies of the Bank as the best of the lent companies came under stress. The special situations such as non-performance, liquidity crunches, project cost & time overruns due to market adversary conditions made his experience professionally complete as by that time he got exposure of not only lending but also of managing companies during downturn.

He also established ICICI Bank’s joint initiative with Government of United Kingdom (UK) for promotion of bilateral trade between India & UK for emerging corporates. Under this initiative, UKTI (United Kingdom Trade Investment), a government body signed a bilateral services agreement with ICICI Bank for business promotion of emerging corporates to and fro India and UK.

At his tenure with TATA Group (prior to ICICI Bank), Haresh had been a key member of integration committee during the merger of Tata Finance Ltd with Tata Motorfinance, a division of Tata Capital Ltd. Post merger he had assisted business leaders in revamping retail finance products portfolio of merged entity and helped in development of adequate monitoring and corrective measures which resulted in increasing new business while maintaining retail finance portfolio under control.

As a part of Johnson Controls group (prior to Tata Group) he profitably managed business from large institutional clients like BHEL, Indian Railways, Siemens, Tata Motors, General Motors, L&T and Ashok Leyland etc. and launched company's products in retail channels too.

Beside this, Haresh had been a Visiting faculty for MBA program of Narsee Monjee Institute of Management Studies (India) coaching in Marketing and Strategic Finance. He has been an Invitee member at IIM, Trichy for emerging trends in Strategic Finance. He had been a member of the committee formed by Confederation of Indian Industry (CII), IIMs, ICICI Bank and State Bank of India for doing study on characteristics of Small & Medium Enterprises (SMEs) in India as he has contributed significantly in the field of SMEs in the areas of capital raising, strategy and business management and capital restructuring.