Shyam Maheshwari Explores Strategies for Mitigating Stressed Asset Evolution

Shyam Maheshwari, a founding partner of SSG Capital Management, holds a pivotal role on the Ares SSG investment committee and serves as a director at Ares SSG Singapore. He dedicates his focus primarily to identifying and evaluating investment prospects within India and across diverse Asian regions. Maheshwari’s affiliations extend to being an Associate Member at the Institute of Chartered Accountants of India. Commencing his career at Lehman Brothers in 1999, he boasts a comprehensive 17-year tenure involving deal origination, analysis, and investments within the industry. In his former role at SSG Capital, he significantly contributed to deal origination, analysis, investments in Asia, and spearheaded business development endeavors in India.

Recently, during a discourse, Shyam Maheshwari delves into his perspectives concerning distressed asset resolution and the latest advancements. He highlights that the realm of distressed assets has evolved into a $4.5 billion platform today. India has emerged as a substantial component of their investment landscape since 2009, propelled by a supportive economic trajectory. Maheshwari underscores the commitment of resources, a talented workforce, capital, and streamlined processes as integral to navigating the Indian market, which he describes as requiring determined efforts.

Shyam Maheshwari, Shyam Maheshwari Ssg,
Shyam Maheshwari

Over the past two years, foreign investors have conducted 14 site visits to steel-related ventures in India, yet concrete deals have yet to be finalized. Maheshwari emphasizes that this journey entails time, yet each step contributes to valuable learning. He stresses the significance of consistent execution processes for foreign investors poised to channel their capital into India, alongside the challenges inherent to the Indian business landscape. For Shyam Maheshwari, the bedrock of a successful investment resides in the fundamental soundness of the assets, with potential pitfalls arising from operational mismanagement of functioning assets.

Maheshwari advocates prioritizing the operation of completed assets as the foremost criterion. He highlights their observation of the steel cycle and the governmental initiatives influencing steel prices in India, which parallel developments in China. He notes the strategic shift towards evaluating these assets when there was no established legal framework, such as the Insolvency and Bankruptcy Code, and no structured approach to restructuring. 

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