As CFO responsible to set up, grow and scale the Digital Distributed Solar Business in India. • Delivered a very High Growth in a very uncertain environment. Engaging with Strategic Investors to keep them updated with key updates including Business Reviews. Managed the India and Global Boards with proper Governance Framework. • Leading Digital Finance with Oracle – Netsuite implementation while defining Business Processes including integration with CRM and Operations System (in an extremely dynamic environment).• Set up Global UK Holdco after evaluation of all consideration for Investors & long-term value creation for stake holders, Tailored Global ESOP Plan, closed 2 acquisitions (niche capabilities), Closed SHA with Investors counsels, Executed ECB Scheme for getting foreign Investment.• Set up the Customer Financing to partner with Business as separate Profit Centre – Partnership with 15 Lenders (Public / Private / NBFC / Fintech)• Working closely with Sales, Operations to deliver for our customer – Build a strong S&OP process for the first time and Setting up the entire back end for Channel Partnership • Raising Capital Short and Long-Term Capital for the Business.• Governance process across Secretarial, Finance & Tax functions with 100% Compliance.

PROFILE SUMMARYSVP – Finance Feedback Infra Key responsibilities include:• Responsible for Raising Long Term Capital – Dealing with potential investors• Power Distribution Business Finance • Strategic Projects for growth, • Business Strategy, M&A, Legal Entity Restructuring, Debt Restructuring. The learning curve has been very sharp on account of Infrastructure & Power Sector. Inspite of Lockdown and new organization I have been able to navigate and build relationships across the organization and external Eco-System key to meet delivery of my objectives and made a successful transition from Global Multinational to Promoter Led Entrepreneurial Set up.Additional Responsibility of CFO of Power Distribution Business.Restructured the Finance Processes and OrganizationProvided the Group Leadership Granular Visibility into Performance Metrics

• Knowledge of Fund management including bank financing, business partnering across functions & processes (Supply Chain, Business Development, IT). Effective Capital Allocation Decisions.• Drove 4 X Growth in 5 years including setting up business in new regions. Engaged with the CFOs of our customer to ensure smooth negotiation by removing any commercial frictions.• Delivered higher contribution through receivable/payable management, inventory control and specific cost reduction initiatives (3%). Leading FCF & operating margin Metrics. Example: Profitability improvement through 4 weeks of reduction in supply Chain• Leading business engagement commercial functions while driving controllership rigour• Efficient organizer, motivator, decisive leader with skills to organize teams to succeed.• Transformed Asia finance function from back office to key decision function.• Driving commercial excellence in supporting the Marketing & Sales Team.• Playing a key role as strategic partner in the leadership team with ownership for the regional finance function and drive simplification & partner for execution efficiency. • Experience in providing tax compliance in diversified and multi legal entity environment (5 cross border manufacturing locations and with global customer base) • Setting operating and engagement rigor over the new region (Asia Pacific -China), Integrating Finance Teams. Driving clarity of business metrics and providing operational finance support• Played at Industry Forums to present Industry interest with the government.

• Playing a key role as strategic partner in the leadership team with ownership for the regional finance function and drive simplification & partner for execution efficiency• Expanding and developing new and existing business in line with the agreed strategy • Directing and organizing the work of the finance and operations teams• Leading business engagement with banking and commercial functions while driving controllership rigour• Driving clarity of business metrics and providing operational finance support• Leading FCF & operating margin rigor

Work with Business, Controllers & Tax Specialists to Create Tax Compliance and Controllership Process for the organization. Working on setting up standarized Compliances and Review Process with businesses. Creating an Eco system whereby the controllership and finance team can be assured of VAT Compliances. Managing a Team of 8 specialist.

Finance and Accounts & Supply Chain and Procurement Outsourcing (India Business)I am responsible for Business Development in India 2 India Business for Genpact. My responsibility is to dealwith CXO level in Corporate and PSUs in addition to few Government Departments. I am specifically responsible for° Finance and Accounting outsourcing – providing F&A Solutions for business outsourcing° Human Resources outsourcing° Supply Chain and Procurement outsourcing.° Reengineering servicesKey success is helping CFOs in Business Transformation.Dealing with Corporate and providing specific solutions to meet CXO objective for cost reduction, improvingservice levels or increasing profitability.

Working for Penske China - Startup Supply Chain Management Company in China. Penske Logisitics is a USD 1 billion company based in US. My key responsibilities include helping in setting up the business with Finance and IT responsibility. Have been directly involved with Acquiring a domestic Chinese Logistics company and integrating within six months. Have been instrumental in setting up the Finance & Accounting, Tax, Banking, Business Support Process for the Business. Have assisted in setting up of IT infrastructure for the Business in China. Have kept my self update with the ever changing regulatory environment in China relating Finance, Taxation, Logistics amoung other.My skills are working in a startup environment. Over 12 years of working experience in Asia.

Responsibilities included Managing a team of 20 professionally qualified Managers for ensuring delivery of High Quality Financial and Operations Reports to the customer on a regular basis. ° Created a Team of 16 people responsible for making sure all the deliverables of Financial and Operational reports are met.° Transitioned the High End Business Process to India without any issues on Business Knowledge Transfer.° Learnt and Created Reports to assist the Business in taking informed business decisions° Low 10% Attrition in team against an industry target of 25%.° Top Performer in Finance Centre of Excellence (FCOE) which consists of over 35 AVP’s° Helped business by driving projects to researching and working on Concern Areas of Business – Creating High Impact Resutls.° Drove Initiative across the organization which resulted greater sharing of learning in the organization.

Same as Gecis

FP&A for Penske

AVP - Transition

Finance Controller & Treasury Management - International Business Division June 1998 to June 2001Responsibilities included Risk Management for $ 80 mln commodity exposure, Accounts & Finance, Taxation, Legal, Forex Management, and all Commercial Transactions relating to Export Operations and dealing with External Bodies & Government Agencies. ° Prepared Risk Management Policy for our Commodity Futures Trading ($ 80 mln) upon completion of an exercise for benchmarking our Risk Management Practices with Global Best Practises.° Involved with structured financing for commodity exports business – Export Finance.° Laid down new systems and procedures in the areas of finance, operations, logistics to support business restructuring. Challenging Job because of the diversity and size of export operations ($ 60 mln).° Involved with identification, creation and development of E – Business Initiatives ° As a Treasury Support for the company’s $ 80 mln commodity exports and a forex turnover of over $ 100 mio, negotiated rates and products with Banks that resulted in future finance cost saving of 25%. Negotiated Finance Structures° Government Matters: Successful resolution to a crisis situation by convincing Government on a policy matter, (possible financial implication - loss of export incentives - $ 10 mln). Internal Audit – Corporate Office, Calcutta May 1995 to June 1998Management/System Audit of Profit & Cost Centres within ITC Group including analytical review of FinancialStatements, Strategies, Plans, Budgets, Decision Making Processes, Identification of potential risk areas andrecommending improvements in systems. Working in Groups of 2-3 auditors.° Findings in Two Audit Assignments lead to in the first instance a significant shift in business strategy by the top management for the respective Division and in the second hiving off the subsidiary by ITC Ltd.