Leadership Team

Ravish Juneja

Introduction

Ravish is an example of how great leaders inspire and empower their team with knowledge. He has an incredible ability to solve complex problems and maintains a strong focus on the value being delivered to clients, resulting in consistently excellent results including improved pricing and sales capability, cost transformation and increased productivity. While he has more than 20 years’ experience in top-tier management consulting and line management improvement, it’s his considerate, respectful and caring nature that truly sets him apart. He invests time in developing and coaching others, something that we believe makes him a great ambassador for us and a role model of our values.

Ravish joined us in 2015 and, having worked with organisations such as McKinsey & Co, Schlumberger, and Boral, he brought with him experience from many industries. These include oil and gas, industrial goods, building products, and construction material, health insurance, banking, FMCG, telco and aviation. Prior to Partners in Performance, Ravish also spent two years with Wesfarmers and four years at Boral in strategic planning and business transformation roles. While his work has taken him to roles throughout the Middle East, UK, Asia, and New Zealand, Ravish made Australia his home around 20 years ago.

Career snapshot

  • Steel Distributor: Delivered more than $50m of EBIT improvement through Commercial Excellence Program based on improving prices and building sales capability across the organisation
  • Oil and Gas: Developed a business transformation plan to reduce headcount by 40% and improve EBITDA by $500 million for an oil & gas construction and drilling company
  • Industrial Distributor: Accelerated business transformation plan to reset its cost base and transform its operating model with lower 10% lower cost position
  • Health Insurance: Improved customer service and claim processing productivity by more than 20% through continuous improvement
  • Retail Bank: Improved home loan productivity by 30% of both proprietary and third-party channels through process reengineering. In addition, developed an operational strategy for the bank based on consolidation and streamlining of back-office processes
  • FMCG: Led post-merger integration delivering more than $50 million in synergies through consolidating plants and integrating procurement
  • Medical Devices: Evaluated global manufacturing footprint options resulting in setting up assembly lines and migrating more than 40% of their capacity to Singapore and reducing manufacturing cost by about 20%
  • Telecommunications: Formulated channel and product strategy for a telco targeting small & medium businesses
  • Construction Material: Developed blueprint and provided oversight for the Operational Excellence project reducing the unit cost of a cement manufacturer by $20 million
  • Pulp and Paper: Reduced operating cost by 15% through supply chain optimisation, overhead reduction and lifting operational effectiveness of its manufacturing plants

Education

Ravish has an MBA from the Australian Graduate School of Management and attended the Wharton MBA program. He also holds a Bachelor of Technology from Indian Institute of Technology, Delhi.