Yawar Murad

Managing Director
24+ years of leadership experience in industry and advisory roles
Expertise providing technology advice to PE funds and their portfolio companies
London
@alvarezmarsal
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Yawar Murad is a Managing Director with Alvarez & Marsal Private Equity Performance Improvement in London, and leads the firm’s Technology Advisory practice in Europe.

With more than 24 years of leadership experience in industry and advisory roles, Mr. Murad manages large scale technology programs, technology due diligence, integrations, carve-outs and cost reduction initiatives. He has worked across a range of industries, including TMT and industrial manufacturing.

Mr. Murad specializes in providing technology advice to private equity funds and their portfolio companies. He has worked on more than 150 transactions for large-cap and mid-market PE funds and leverages his extensive experience of the PE investment lifecycle to help clients pragmatically optimize their technology choices and investments. His experience includes operational due diligence, 100-day plans, assessing synergies, technology enabled cost reduction and turnaround and ERP enabled business transformation.

Additionally, Mr. Murad’s notable assignments include the three-way merger and transformation of Hotelbeds/Kuoni GTH/Tourico Holidays to create the largest online bed bank business in the world (Cinven/CPPIB).

Prior to joining A&M, Mr. Murad served as Partner with Ernst & Young in the Transaction Advisory Services practice in London. At EY, he was responsible for leading the technology due diligence and PE value creation team in Europe. Previously, Mr. Murad served as Global Chief Information Officer of the Life Sciences division of GE, where he was accountable for driving operational transformation, using lean and streamlining processes by driving the effective adoption of technology globally across the business and for effective technology integration of various acquisitions.

Mr. Murad earned a bachelor’s and master’s degree in electrical engineering from the University of Michigan and an MBA from Cass Business School, City University, London. A U.K. national, he is fluent in English and Urdu/Hindi.

Insights By This Professional

In recent years, Artificial Intelligence (AI) has captured the imagination of businesses and individuals alike.
While IT Transition Service Agreements (TSAs) are traditionally used to ensure the continuity of IT services post-transaction, they can often introduce complexities that frustrate or hinder the carve-out process.
Technology debt can manifest itself in various forms, including outdated applications, system architecture and poor code quality. These issues can lead to increased security vulnerabilities, as well as impede growth and integration efforts. Understanding and addressing technical debt during the technology due diligence phase therefore becomes crucial to ensure the success of an M&A transaction.
In the quest to enhance data analytics capabilities, organizations often gravitate towards investing in the latest tools. From cutting-edge data warehouses to advanced visualization and data lineage tools, the allure of new technology is undeniable. However, while these tools are important and can undoubtedly facilitate improvements, the idea that simply acquiring more tools will solve all data challenges is a misconception. Instead, tools should be viewed as enablers, part of a broader strategy that includes governance, skilled personnel and business ownership of data.
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