Operations leader for FP&A team of over 22 members, up-scaling of business and increasing the scope to bring more profitability and provide productivity benefits. Driving conversations with the client leaders to understand their requirements andprovide improvement opportunitiesMonthly presentations to clients’ senior leadership team explaining storyline behind periodic resultsIdentifying opportunity areas to increase business for the organizationEnsuring the billing… Show more Operations leader for FP&A team of over 22 members, up-scaling of business and increasing the scope to bring more profitability and provide productivity benefits. Driving conversations with the client leaders to understand their requirements andprovide improvement opportunitiesMonthly presentations to clients’ senior leadership team explaining storyline behind periodic resultsIdentifying opportunity areas to increase business for the organizationEnsuring the billing structure is in line with the SOW Show less

Established the FP&A team for the onshore transition starting from Due Diligence, interview process, staff augmentation, profile sharing, smooth onshore transition (from Boston city) and leading the process to BAU phaseCompleted due diligence to identify possible scope of activities which could be transitioned from one of the fortune 100 companyManaging the team of finance professionals including managers to ensure the smooth functioningPrepare monthly performance… Show more Established the FP&A team for the onshore transition starting from Due Diligence, interview process, staff augmentation, profile sharing, smooth onshore transition (from Boston city) and leading the process to BAU phaseCompleted due diligence to identify possible scope of activities which could be transitioned from one of the fortune 100 companyManaging the team of finance professionals including managers to ensure the smooth functioningPrepare monthly performance deck showcasing financial and operational highlights Show less

Corporate Center Re-segmentation Project (November 2016 – March 2017) - Worked on the project where few existing business were identified to be re-segmented to a new business node. The financials starting from year 2014 to year 2016 were to be moved to a new business node in the system. I helped the team in collaborating with the businesses to understand the numbers and prepare the journals to move all financials including P&L lines and Balance Sheet amounting to $30 billion… Show more Corporate Center Re-segmentation Project (November 2016 – March 2017) - Worked on the project where few existing business were identified to be re-segmented to a new business node. The financials starting from year 2014 to year 2016 were to be moved to a new business node in the system. I helped the team in collaborating with the businesses to understand the numbers and prepare the journals to move all financials including P&L lines and Balance Sheet amounting to $30 billion USD.Prepared the Group cost drillers to compare the actual vs Plan and ForecastCollaborating with functional leaders to provide inputs and questioning them to explain the variances to the forecastWorking on scenarios to adjust the FX rate variances and provide equal comparison for current periodPreparing quarterly walk to present the new investments or demised investment along with impact Show less

Analyzing the financials to post accruals for each cost centre to recognise the correct expensesPreparing flash reports with adjustments and variance commentary on financial resultsTeam Management - Handling a team of 2 individuals

Handled a team of 3 individual,Conducting Root-cause analysis and coordinating with various functional leaders to gather the information on the reasons for the variancesLead Finance Officer for IBM Negotiation Project - Managing $100M worth of financials for IBM project October 2012 till July 2014Built the Salaries and Benefit planning model with ‘What-if” scenarios to ensure the accurate planning. This model was also used for forecasting the S&B to ensure less variance as… Show more Handled a team of 3 individual,Conducting Root-cause analysis and coordinating with various functional leaders to gather the information on the reasons for the variancesLead Finance Officer for IBM Negotiation Project - Managing $100M worth of financials for IBM project October 2012 till July 2014Built the Salaries and Benefit planning model with ‘What-if” scenarios to ensure the accurate planning. This model was also used for forecasting the S&B to ensure less variance as compared to actual Show less

Handled a team of 3 individualsPartnering with program leaders to ensure a system integrated accounting for the projectStandard Cost Variance (SCV) Forecasting Model Project (June 2012 – July 2012) - Conceptualized and created SCV forecasting model for Technology Development process with various inputs and assumptions e.g. BP&A IO Agenda forecast, resource plan & Utilization, S&B Algorithm, Vendor blended rate, etc. This helped leadership in assessing the SCV at any given point in… Show more Handled a team of 3 individualsPartnering with program leaders to ensure a system integrated accounting for the projectStandard Cost Variance (SCV) Forecasting Model Project (June 2012 – July 2012) - Conceptualized and created SCV forecasting model for Technology Development process with various inputs and assumptions e.g. BP&A IO Agenda forecast, resource plan & Utilization, S&B Algorithm, Vendor blended rate, etc. This helped leadership in assessing the SCV at any given point in time and taking strategic decisions Show less

Hands on experience on Financial Planning, Forecasting, Reporting and Analysis for overall Technology and Staff groups of Ameriprise Financial with primary focus on monitoring expenses so as to optimize costs. Worked extensively on Columbia acquisition project ($300M) spend management and control (Labor & Non Labor), synergy identification and tracking, Executive decks and expense reconciliation for major vendors - Deloitte (~$100M) & Fiserv

- P&L Management – Financial projections of overheads and income of the organisation- Handling weekly planning cycle for the business- Participation in monthly closing of books- Actual vs Budget Analysis explaining major business drivers- Expenses analysis for each department- Preparation of product wise profit and loss to derive the performance of each product