Finance transformation• Programmed and supported transition of 80+ FTE for P2P, R2R, O2C and Tax processes in the CoE setup• Performed current state assessment of client’s operating model including activities, governance and organization structure• Mapped 600+ activities performed by client team at L3, L4 and activity level to divide those on the scale of risk andcriticality and for automation assessment and organization structure design• Collaborated with cross functional team to define reporting requirements, ensuring that reports met stakeholders’expectations, with all risk highlighted, tracking of progress and planned activities and data request being conveyed• Single handedly created excel model to automate duty payment by the AP team for pan India, which included 51 factories• Tracked knowledge capture phase of the transition, curated end to end onboarding plan to monitor KT progress of FTE• Crafted Hypercare session plans and conducted 100+ Hypercare session, kept a check on the performance of the new hiresto ensure that it meets the predefined KPIs• Created Power BI dashboard, facilitated training & development and hyper care sessions post CoE setupGBS implementation- • Project managed the offshore of 50 FTEs to SSC, standardized processes and made finance operations seamless• Created tracker for on-time progress of entire project and ramp-up plan to deliver 100+ process document• Conducted 100+ sessions with clients to capture finance processes and ensured on time deliverables in the excellent quality • Responsibly gathered process controls and did process assessments to suggest the scope of improvements to the client

SSC Diagnostic, Design and Implementation- • Conducted diagnostics at organization and process level for P2P, O2C, and R2R, transforming RO and SSC operations• Conducted as in state workshop to document and manage the project end to end creating As-in process maps• Identified gaps, process inefficiencies and automation opportunities benchmarking As Is with the best-in-class processes• Developed business case outlining the expected cost, timeline to reach breakeven, feasibility and benefits of proposed plan • Designed To-be operating model to drive process improvement, optimize workflow and enhance organizational efficiency • Built detailed implementation plan and technology roadmap after FTE analysis and potential automation assessment• Categorized the improvement opportunity based on business value and ease of implementation to build optimization plan • Did As is state analysis of other functions including HR and Procurement, and prepared Business case Product owner- Cashflow forecasting tool• Conducted thorough analysis of client requirements for a cashflow forecasting tool, ensuring comprehensive understanding of necessary modules and features• Performed benchmarking of 15+ cashflow forecasting tools, identifying key features and functionalities to incorporate into the new tool, ensuring competitive advantage and market relevance.• Created detailed wireframes and layout designs for all modules and 7 tabs of the cashflow forecasting tool, ensuring user-friendly interface and seamless user experience.• Developed and delivered compelling presentations to clients, showcasing the proposed features and functionalities of the cashflow forecasting tool, successfully securing client approval for the project

. Devised a strategic new market entry roadmap for a pharmaceutical giant’s new product in the eye care segment, leading the initiative• Led a cross-functional team of 8 through the ideation phase, managing project timelines, facilitating scrum calls, planning sprints, maintainingbacklogs, and conducting sprint retrospective meetings to ensure strategic alignment• Formulated and tested multiple hypotheses using primary and secondary data over an 8-week period, ensuring data-driven decision-making• Identified the optimal market entry channel through rigorous analysis, and formulated a 10-year strategic customer acquisition plan for theclient, targeting a 400% revenue growth trajectory, aligning with long-term business objectives

The internship had a very structured pattern. It started with overview of several industries and then identifying several problems in those industry. Identification of the problem involved not only extensive research but also conversation with people (executives) who were running their companies. Prior knowledge of the industry was very helpful when my senior team had client engagement and I was asked to do in dept research of those clients and help my senior team with the report. In the last few days, I worked on digital marketing, especially on LinkedIn and YouTube

GemAtlas, an online B2B platform which integrates almost every player in Gems and Jewellery industry. Company wanted to come in B2C and for this it wanted new products or services. I, as a team leader, worked on various new products and services to help Gematlas in there decision to come into B2C. I started with problem identification and then worked on products or services with which those gaps( problems) could be addressed.

Finding market size of Digital Merger and Acquisition

Enlightenment Chamber Delhi was a platform where we used to organise events such as debates, discussions, public speech etc.

• Monitored over 25 people, setting their per contract objectives and communicating those to ensure on time delivery• Worked on over 20 contracts, expediting project tasks, managing inspections, overseeing logistics, on a day-to-day basis• Participated in project steering committee meetings, providing insights to guide decision-making, ensuring alignment with project objectives and timelines

Grabber was a multi-level marketing concept based startup