Manufacturing operations
Running a plant teaches things a spreadsheet cannot. Capacity planning, production scheduling, machine utilisation, wastage, labour and the daily gap between what a process should cost and what it does cost.
Founder & Managing Director
Saurabh Rameshchandra Patel
Saurabh founded Orina after thirteen years spent running businesses rather than observing them. That distinction shapes how the firm works.
- Experience
- 13+ years
- Discipline
- Manufacturing & finance
- Focus
- Strategy & capital
- Based
- Gujarat, India
Background
Four disciplines, one continuous thread
His career has moved between operations and finance rather than staying in either. That combination is unusual, and it is the reason Orina reads a balance sheet and a shop floor as the same problem.
Corporate finance
Financial planning, investment evaluation, working capital management and funding decisions. The discipline of deciding not just whether a project earns a return, but whether the business can survive the period before it does.
Government tender projects
Bidding, documentation, compliance and delivery against public-sector requirements, where margins are thin and the cost of getting the paperwork wrong is the whole contract.
Business leadership
Executive and management responsibility across different ventures, carrying profit and loss rather than advising on it. Building teams, setting direction, and living with the consequences of both.
Expertise
Where his work concentrates
Every stage of the business journey, from setting up and running an operation through to growth, restructuring and transformation.
- Financial planning
- Investment evaluation
- Working capital management
- Profitability improvement
- Business restructuring
- Long-term strategic planning
- Project feasibility
- Business valuation
- Mergers & acquisitions
- Joint ventures
- Capital allocation
- Expansion & diversification
- Succession planning
- Government policy & subsidy
- Competitor benchmarking
Sectors
Where those years were spent
Manufacturing & engineering
Steel & metals
Dairy & cooperatives
Agriculture & food processing
Infrastructure & projects
Healthcare institutions
What he believes
Good businesses are built by decision and discipline, not by reaction.
Working across operations, finance and management left him with a firm view: companies succeed through informed decisions, disciplined execution and long-term planning rather than short-term responses to whatever is loudest that quarter. Almost every business he has seen struggle had the information available. What it lacked was the time, the distance, or the framework to act on it while acting was still cheap.
Value gap after three years
0x
Why Orina
The gap he kept running into.
In every role, the same pattern appeared. A large corporate has a strategy function, a finance team and analysts who track competitors and policy. A promoter running a forty crore unit has none of that, and is usually the production head, the finance head and the sales head at the same time.
The information gap between those two businesses is not a matter of intelligence. It is a matter of capacity. Saurabh established Orina as an independent firm to give smaller and mid-sized businesses access to the same quality of thinking, without carrying the cost of a permanent team.
The firm deliberately works as a long-term partner rather than a traditional consultancy, staying with clients through growth, restructuring, capital decisions, expansion, mergers, diversification and succession. Every company hits a difficult moment. The right decision at that moment can redefine its future.
Our purpose is not only to solve today's business challenges, but to help business leaders build stronger, more valuable and sustainable organisations for the future.
Talk to Saurabh directly.
First conversations are handled personally, not passed to an associate. Bring your numbers and the decision you are stuck on.