Nishanth Billa: Pioneering Strategic M&A And Capital Solutions Through Innovation & Highstakes Deal Making
Nishanth Billa
Executive Director
He has consistently been at the forefront of technology transactions, ranging from IPOs and multibillion-dollar M&A deals to growth-stage capital raises. A trusted advisor and operator, Nishanth combines strategic insight with executional excellence, often leading organizations through high-stakes decisions.
He is motivated by the intellectual rigor of complex deal-making and the tangible impact these transactions create, revolutionizing industries, enabling innovation, and building lasting relationships across the tech ecosystem.
Engaging in an immersive interaction with CEO Insights magazine, Nishanth shares his strategies, leadership guidelines, and much more. Let's read about it
How have your experiences contributed to your leadership in driving strategic growth and M&A innovation in the technology and software sectors?
My experiences have taught me to trust in a process and it starts with assessing whether the opportunity at hand aligns with our goals and if we are uniquely positioned to execute better than others. Whether it's a new product launch, a strategic acquisition, or a cost-efficiency initiative, I always begin by evaluating timing, readiness, and resource alignment.
Once a decision is made, I believe flexibility is crucial, being able to pivot quickly in response to early signals while staying focused on the broader objective is essential in today’s fast-moving tech landscape. I also emphasize clear, honest communication, both with teams and leadership, especially when making strategic shifts.
How do you guide your team to deliver value and address the needs of technology and software businesses?
In my line of work, guiding the team to deliver real value to technology and software clients starts with a clear understanding of what ‘value’ truly means for each client. I encourage my team to think deeply about the insights they bring to the table.
However, insight alone isn’t enough, timing is just as important. I guide my team to be thoughtful and patient, to align the advice we give, whether it’s M&A, equity raise, or a debt solution, with the client’s readiness and market conditions.
Ultimately, I push for clarity and purpose in every recommendation. We are not just financial advisors, we are strategic partners. I expect my team to take that responsibility seriously by truly under standing the client’s goals, tailoring our advice, and delivering it with the kind of foresight that drives long-term success.
What key factors do you consider when developing a successful M&A strategy?
Having led M&A strategy both within a global tech company like Oracle and now as an advisor at a major investment bank like Santander, I have come to appreciate that a successful M&A strategy hinges on a few foundational pillars.
First, it’s essential to clearly define the company’s strategic objectives. Whether it’s strengthening a product portfolio, entering new geographic markets, or building capabilities in emerging technologies, the ‘why’ behind an acquisition must be both compelling and well-understood across stakeholders.
Second, when evaluating targets, cultural and organizational fit is just as critical as strategic alignment. You are not just buying assets, you are integrating people and ways of working. If the target’s culture is fundamentally at odds with yours, you need a plan to manage or preserve that difference thoughtfully. Third, I believe the real work begins after the deal closes. There must be a concrete value creation plan in place, including financial and operational milestones with rigorous tracking.
In my line of work, guiding the team to deliver real value to technology and software clients starts with a clear understanding of what ‘value’ truly means for each client. I encourage my team to think deeply about the insights they bring to the table.
However, insight alone isn’t enough, timing is just as important. I guide my team to be thoughtful and patient, to align the advice we give, whether it’s M&A, equity raise, or a debt solution, with the client’s readiness and market conditions.
Ultimately, I push for clarity and purpose in every recommendation. We are not just financial advisors, we are strategic partners. I expect my team to take that responsibility seriously by truly under standing the client’s goals, tailoring our advice, and delivering it with the kind of foresight that drives long-term success.
Insight alone isn’t enough, timing is just as important, which is why I guide my team to be thoughtful and patient, ensuring our advice, whether on M&A, equity raises, or debt solutions, aligns with both the client’s readiness and market conditions
What key factors do you consider when developing a successful M&A strategy?
Having led M&A strategy both within a global tech company like Oracle and now as an advisor at a major investment bank like Santander, I have come to appreciate that a successful M&A strategy hinges on a few foundational pillars.
First, it’s essential to clearly define the company’s strategic objectives. Whether it’s strengthening a product portfolio, entering new geographic markets, or building capabilities in emerging technologies, the ‘why’ behind an acquisition must be both compelling and well-understood across stakeholders.
Second, when evaluating targets, cultural and organizational fit is just as critical as strategic alignment. You are not just buying assets, you are integrating people and ways of working. If the target’s culture is fundamentally at odds with yours, you need a plan to manage or preserve that difference thoughtfully. Third, I believe the real work begins after the deal closes. There must be a concrete value creation plan in place, including financial and operational milestones with rigorous tracking.
What is your current leadership approach, and which principles or methodologies guide you?
My leadership approach is anchored in three core principles. First, I strongly believe in leading by example. In our high-pressure, risk-driven industry, I can't expect my team to take bold, calculated risks unless they see me doing the same. Second, I foster a deep culture of teamwork.
Everyone brings unique strengths, whether it’s analytics, storytelling, or relationship building, and when we collaborate effectively, the outcome is far greater than the sum of its parts.
Third, I prioritize approachability. Creating a space where people feel comfortable sharing ideas or asking questions often unlocks insights that may otherwise go unheard.
What are your aspirations for the next phase of your professional journey?
As we are in a dynamic growth phase at Santander, my aspiration over the next few years is to help build and lead a world-class advisory team focused on technology and enterprise software.
We are still in the early innings, but with the backing of one of the largest and most strategically important financial institutions globally, the opportunity is immense. My goal is to establish a formidable presence, especially in North America but also expanding across Europe and Asia, supporting innovative companies at every stage of their journey.
Nishanth Billa, Executive Director, Santander Corporate & Investment Banking
Nishanth holds an MBA in Finance from The Wharton School and dual degrees (B.Tech and M.Tech) in Manufacturing Science from IIT Kharagpur. He has built a dynamic career across leading institutions, including Credit Suisse, Oracle, Mozilla, Druva, Moelis & Company.
Awards and recognitions:
•Oracle’s Acquisition of NetSuite (U.S. $9.3B) – M&A Deal of the Year Finalist, Mozilla's Restructuring, OpenAI Credit Financing (U.S. $4B), Turn River’s Acquisition of Solar Winds (U.S. $4.4B)
•Hobbies: Working out, following tennis and cricket
•Favorite Cuisine: Hyderabadi
•Favorite Book: To Kill a Mocking bird by Harper Lee
•Favorite Travel Destination:
New Zealand
My leadership approach is anchored in three core principles. First, I strongly believe in leading by example. In our high-pressure, risk-driven industry, I can't expect my team to take bold, calculated risks unless they see me doing the same. Second, I foster a deep culture of teamwork.
Everyone brings unique strengths, whether it’s analytics, storytelling, or relationship building, and when we collaborate effectively, the outcome is far greater than the sum of its parts.
Third, I prioritize approachability. Creating a space where people feel comfortable sharing ideas or asking questions often unlocks insights that may otherwise go unheard.
What are your aspirations for the next phase of your professional journey?
As we are in a dynamic growth phase at Santander, my aspiration over the next few years is to help build and lead a world-class advisory team focused on technology and enterprise software.
We are still in the early innings, but with the backing of one of the largest and most strategically important financial institutions globally, the opportunity is immense. My goal is to establish a formidable presence, especially in North America but also expanding across Europe and Asia, supporting innovative companies at every stage of their journey.
Nishanth Billa, Executive Director, Santander Corporate & Investment Banking
Nishanth holds an MBA in Finance from The Wharton School and dual degrees (B.Tech and M.Tech) in Manufacturing Science from IIT Kharagpur. He has built a dynamic career across leading institutions, including Credit Suisse, Oracle, Mozilla, Druva, Moelis & Company.
Awards and recognitions:
•Oracle’s Acquisition of NetSuite (U.S. $9.3B) – M&A Deal of the Year Finalist, Mozilla's Restructuring, OpenAI Credit Financing (U.S. $4B), Turn River’s Acquisition of Solar Winds (U.S. $4.4B)
•Hobbies: Working out, following tennis and cricket
•Favorite Cuisine: Hyderabadi
•Favorite Book: To Kill a Mocking bird by Harper Lee
•Favorite Travel Destination:
New Zealand