I head Category Finance for Snacks Division, driving revenue growth and improving profitability of the business with >$500MM turnover by partnering along with Business Category DirectorI delivered on below key business and people objectives in this role:1. Revived Lay’s brand to double digit growth vs. negative growth in FH16; Led to a very fundamental correction in business model right from its ideation to implementation involving >$15MM investment. Initiative recognized by CEO and Category Director2. Anchored team together in swinging P&L from negative to +20%GM for a biggest innovation launch under Lay’s; Worked closely with cross-functional team in India and Global. Imparted knowledge to other countries on financial model & assumptions. Project work appreciated by VP, Global Snacks (Corporate office, USA)3. Identified and actioned initiatives to improve Kurkure Namkeen margins by +10% ($4MM benefit)4. Influenced senior management to discontinue Kurkure promotion with annualized $2.5MM investment. Demonstrated its non-working into the market through insights & analytics5. Improved margins for Uncle Chipps and Quaker by converting negative VM to positive VM for specific geographies through price corrections, reduced distribution cost by setting up new mfg facility and stopped MT consumer promotions with negative VM; Annualized benefit $1.3MM6. Established great business partnership – Received positive feedback with personalized comment in inter-functional quarterly responsiveness surveys (>80% instances); Recognized on business partnership by formal notes from Category Directors & Brand Managers7. Managed and developed team of qualified professionals (4 Nos.) through creating consistent learning opportunities – Attained 0% attrition vs. function attrition @ 25%+ and 100%+ attrition in Beverage Category Finance8. Leading work stream to improve Organization Health score on Roles & Responsibilities for 120+ people at locations and corporate office

In this role I led Control & Planning for Sales Finance reporting to Head, Business Planning. I gained in-depth understanding of Sales & Distribution operation of transaction heavy Foods business and managed all costs and processes starting with shipping of finished goods from factories till its final sale from Retail shelves.This role entailed Business partnering on Go-To-Market Strategy, Planning & Forecasting, Performance management, Revenue Accounting, Driving cost productivity, Working Capital improvement, Distributor economics, Process Automation through IT interventions, Channel profitability/cost to sale analytics and Indirect taxation.

Led one of the most vital and vibrant part of Foods Business (Agro operations) having portfolio size of >INR375Cr. I this role, I demonstrated great business partnership with Agro Director in crafting long term strategies and annual operating plans, up-scaling competitive product advantage, implemented various productivity measures, making of monthly buying plans, organized funding for farmers, consistent working on improvements of farmer economics, implemented controls and processes to monitor market buying efficiency and prevent market leakages for farmer contract farming, leveraged SAP & created visibility on different components of farm-to-factory losses, scouted potential vendors and negotiated commercials for a advanced customized cold storage etc.In this role, I managed large team of 5 regional managers & their respective teams, including regional Agro Commercial ManagersKey achievement in this role is that I was recognized with two most prestigious awards in PepsiCo:1. “PepsiCo Finance Award” for creating e-learning module on complete end-to-end Agro processes. This award is sponsored by PepsiCo Global CFO, Hugh Johnston and awarded in person by Indra Nooyi in a Townhall2. “BUGM Award” for cost saving initiatives on potato buying (Company sponsored family holiday package in Singapore)

Spearheaded factory commercials for the oldest manufacturing plant in PepsiCo India. This was a plant leadership role and covered the entire gamut of plant finance & commercials, process controls, GCS & SOX compliance of plant operations, internal and statutory audits, material efficiency & plant performance management, Excise duty and Inventory accounting & management

As a deputy to plant commercial head, I was responsible for plant conversion efficiency and performance management, Inventory management, process governance and controls, costing and monthly book closures