Communications-Platform M&A and Financing Strategy Adviser

The mandate

The investment committee's recurring question is whether communications-platform acquisitions create enough durable value to justify funding and integration commitments across different markets. Claimed carrier savings or cross-selling can depend on contracts, customer migration and local cash constraints that the valuation does not expose. The adviser will test the strategic-finance choice, not negotiate a deal or endorse a valuation prepared by others.

Five monthly days are reserved for proposal analysis, finance and corporate-development interviews and a written investment challenge. Scheduled committee attendance is included. Acquisition and funding papers need to be complete seven working days before the session; off-cycle deal questions are acknowledged within a day and answered within four when the necessary financial record is supplied. Fresh diligence and execution support require a separate contract.

The twelve-month transaction-strategy agenda starts on 19 October 2026. Renewal requires the investment chair's approval against remaining acquisition or funding choices and the adviser's independence. Mumbai is the primary location for planned India workshops and remote Southeast Asia reviews. Additional overseas meetings need an approved agenda rather than an unlimited deal-travel commitment.

The strategy retainer provides no line authority over corporate development, finance or integration teams. No executive responsibility for signing transactions, funding compliance or disclosure is assigned to the adviser. The committee decides whether to proceed, and qualified legal, tax and valuation specialists supply their own conclusions. Advice must distinguish value that can be realised internally from synergy requiring unproven customer or carrier behaviour.

Other non-competing engagements may coexist if the reserved cadence remains workable. Advising a target, competing bidder or funding provider on the same transaction, holding an undisclosed economic interest or earning success fees tied to a recommendation creates a conflict. Each reviewed transaction requires a fresh relationship disclosure before access, with recusal where appropriate. Confidential deal evidence cannot be used to improve another party's bargaining position.

What you will own

• Test acquisition synergies against carrier contracts, customer migration evidence and operating dependencies, separating controllable value from upside that requires another party's unproven behaviour.
• Question funding proposals on liquidity, local restrictions and commitment timing before the committee assumes a strategically attractive transaction can be financed on the advertised schedule.
• Shape acquisition-versus-organic-growth comparisons that expose integration capacity, cash duration and downside, rather than ranking alternatives solely through headline valuation multiples.
• Press sponsors to define integration decision gates and benefit evidence before funding release, leaving execution ownership with the regional operating and corporate-development leaders.
• Challenge investor or board transaction narratives against controlled financial records, making accounting, tax and valuation dependencies visible instead of treating all adjustments as strategic normalisation.
• Recommend transaction sequencing and review triggers that preserve regional cash resilience and allow the committee to stop or resize a previously attractive acquisition case.

Candidate qualifications

• Show twenty-two-plus years in finance with genuine CFO or senior strategic-finance accountability and substantive M&A or fundraising decisions in technology, communications or related services. Present an acquisition recommendation you challenged, the synergy or funding assumption changed and the decision influenced. Deal participation alone is not sufficient.
• Demonstrate regional capital and transaction economics across cash constraints, funding instruments and integration capacity. Explain a case where nominal acquisition value was offset by execution or liquidity burden, and show how you compared alternative sequences without assuming all proposed financing would remain available.
• Bring practical ability to test platform growth and synergy narratives against customer, carrier or operating evidence. Provide an investor or committee paper where you made an unsupported dependency visible, preserving qualified legal, tax and valuation conclusions. The adviser is not expected to issue a securities or independent valuation opinion.
• Prove independence through target, bidder, funding or success-fee conflicts handled in practice. Disclose current transaction and economic interests and demonstrate capacity for five reserved days monthly. The role requires disciplined written challenge and confidentiality, not signing authority, integration leadership or executive responsibility for transaction completion.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 14 October 2026. Mandate reference PCT-ADV-2026-IND-59.