Advisory & investing
An operator who has been inside four transactions, as the executive accountable for the supply chain the buyer was underwriting. That perspective is available to sponsors, founders and boards: before the deal, in the first 100 days, and through to exit.
Where I create value
Every engagement is led personally and scoped around a specific business outcome: margin, scale, integration or exit readiness.
For sponsors, operating partners and portfolio leadership
Operational diligence before the deal, a credible 100-day plan after it, and hands-on execution through the hold period, focused on the levers that move EBITDA and exit multiples.
For companies before, during and after a transaction
Integration planning and Day-1 to Day-100 execution across supply chain, fulfillment and vendors, drawn from four transactions experienced from the inside.
For growth-stage and PE-backed companies
Senior operating guidance alongside the leadership team for hypergrowth, turnarounds, leadership gaps, or building the operation the next stage of the business requires.
For enterprise and mid-market operators
Network, fulfillment, sourcing and systems redesign, applying automation, robotics and AI where they change the economics of the operation, not technology for its own sake.
The investment lifecycle
Supply chain and operations sit behind a large share of the cost base and much of the value-creation plan. The work is built around the points where that plan is most often won or lost.
Pressure-test the operating thesis before capital is committed.
Translate the investment thesis into an operating plan the team can run.
Build an operation that supports the growth case and survives buyer diligence.
Transaction experience
Each experienced as the executive accountable for operations through the transaction.
LaserShip
$1.8B PE acquisition
Led supply chain through 5× revenue growth ahead of the deal; later merged with OnTrac.
Casper
$450M transaction
Supply chain readiness with the PE team; near-shored 60% of manufacturing in six months.
SwagUp
Acquired by BDA
Built the supply chain the buyer acquired, then led post-acquisition integration.
Drive DeVilbiss
$1B PE investment
Operational turnaround and scale-up of a regional distribution network.
Operator-investor
“I look for companies solving real customer problems, with credible leadership, disciplined economics, and a clear path to scalable growth.”
Prashant is open to advisory, board and operating roles structured wholly or partly in equity.
Founder-led businesses where growth has begun to expose operational constraints, and where stronger processes, leadership, technology and supply-chain capabilities can unlock the next stage of value.
Transparent governance, understandable economics, defensible differentiation, responsible use of capital, and leaders who combine ambition with integrity.
Opportunities that depend primarily on hype, unclear ownership structures, unrealistic valuations, or financial engineering without a strong underlying business.
Board & advisory roles
Advisory and board roles alongside founders, investors and institutions, bringing an operator’s view to growth, scale and exit decisions.
Humphrey B. Bear Entertainment
Strategic Advisor
2024 — Present · Australia
Faro
Advisory Board Member
2024 — 2026
Seton Hall University
Board of Advisors
2022 — 2024
Bottles Waiting
Advisory Board · Acquired
2022 — 2023
Gartner Peer Community
Ambassador
2023 — 2025
Engagement formats
Scope and terms, in cash, equity or both, are set per engagement after an initial conversation.
2 – 4 weeks
A focused assessment of supply chain, fulfillment and cost structure to inform the investment decision and the value-creation plan.
~ 100 days
Guidance through the first 100 days: integration, quick wins, operating cadence and the KPIs the board will track.
Ongoing
A senior operator working with portfolio leadership through the hold period on the operational side of the thesis.
Board term
Independent perspective on operations, supply chain, M&A and scale for portfolio company and founder boards.
Portfolio opportunity
Conversations are confidential. NDAs are welcome before any company specifics are shared.