Imran Parekh

Imran Parekh is a seasoned executive with nearly two decades of experience leading transformative growth across diverse manufacturing, technology, construction, and software sectors. As a partner at SAMMIK Consulting, he brings operational and financial strategy knowledge, helping businesses optimize performance and accelerate expansion.

Parekh's approach to leadership is characterized by his adept use of analytical tools and financial models, including his proficient use of Power BI, to enhance data visibility and support strategic decision-making processes. His expertise in financial planning, budget management, and economic forecasting has been instrumental in driving efficiency and profitability in the organizations he serves.

Throughout his tenure in various executive roles, Parekh has excelled at fostering collaborative environments and maintaining open lines of communication with key stakeholders, including investors, boards, and employee teams. His experience working in global markets has endowed him with a versatile understanding of international business practices, enabling him to manage and strategize effectively across cultural boundaries.

A significant aspect of his career has been his involvement in mergers and acquisitions, where he has effectively managed the integration of over ten acquisitions during the last nine years. His strategic oversight during these processes has ensured seamless transitions and maintained organizational integrity, demonstrating his capacity to lead through complex and transformative business scenarios.

Parekh's career began in the packaging industry with Norampac, where he rapidly rose from Junior Controller to Regional Controller for the U.S. and Mid-Atlantic Canada. In this role, he managed divisions with combined annual revenues of $150 million. His strategic initiatives led to significant cost reductions and operational improvements, including a dramatic decrease in inventory costs and a consolidation of administrative functions that resulted in substantial annual savings.

Subsequent roles included Controller at New England Interstate Container, where he managed financial operations for divisions generating $50 million in revenue annually. Here, he crafted a pricing strategy that increased profitability by $2.5 million over two years. He then moved on to Neptune Benson, where he was instrumental in managing five strategic acquisitions that collectively increased annual revenues by $30 million.