Hariharan Viswanathan Email & Phone Number

Kochi, Kl, In

Kochi, Kerala, India

Heading Central Business Services - a new department - with accounting activities across AP, AR, GA & MDM towers for V-Guard

Gurugram, Haryana, India

Procurement Services - Consultant, Transformation Projects, Bridging Leadership Vacuum across processes & reporting/analyticsProjects like New ERP Transition support & Supplier Portfolio Optimisation

Chennai, Tamil Nadu, India

Experience in multiple areas - Restaurants, Export/Import & Local tourism

Pune Area, India

Heading delivery of 400+ member Damco Finance & Accounting team across 2 sites in Pune & Chennai covering Global RTP & Global OTC teams catering all Continents / regions, Accounting, Reporting & Controlling for 2 Damco regions of Americas (both North & South) and Asia.In addition was also the Pune Site Lead for Damco FNA operations.Instituted new organisation structure for AP Team with 4 performance pillars, after delivering ~45% efficiency over 2 consecutive years, enabling -> the team to act as true global team-> by creating 'Pull' mechanism to manage volume spikes across the globe-> simplified communication matrix for stakeholders across areas/regions-> end to end ownership and control over AP process in Shared ServicesCentralised AP Controlling as a CoE team under one manager for optimal AP process, driving business metrics globally & working capital control and best practice sharing across all regionsDesigned and rolled-out ‘Engagement model’ to ensure consistent and continuous communication of the strategy, objectives, results and status of programs/initiatives to senior management and key stakeholders

Pune Area, India

Headed Delivery & Transformation of 150+ member APM Terminals Finance & Accounting team covering RTP, OTC, MDM, ATR, Reporting & Controlling and specialised services including IT financial management & Market Intelligence.Key Achievements: # In Deputation, managed the team undergoing critical transformation of structure/process/delivery, including the consolidation of FNA process in one GSC site, being the third leader in the same year 2013.# Strengthened the governance in the team within 2 months thereby gaining business partner consent to manage & transform the team in long term.# Transformed APM Terminal FNA team into a highly engaged team within a year by reducing attrition from 58% in 2013 to 16% in 2014 which helped in business/service continuity# Designed & implemented the team structure to scale up for high-end accounting delivery in future, which included the creation of Regional Accounting Manager & Chief Accountant roles in GSC# Piloted end to end transitions with increased ownership over accounting in GSC for the first time# Successful turn-around of cost reduction & increase in business partner satisfaction score over the year, in comparison to prior year# Contributed a value-adding idea of $7mn to impact the bottom-line via working capital saving# Developed IFS ERP Super-users for the first time in GSC thereby creating platform for developing Centre of Excellence# Initiated optimisation of ERP for the first time to eliminate local practices and transform to use the ERP as an ERP instead of database# Of the many first-times and foot-prints left, e-learning was yet another area where self-learning courses were created

Chennai Area, India

Managed 3 different portfolios of Transformation / Improvement and Process Ownership.Portfolio 1: Global BPI Lead managing a virtual team of Green Belts & Super-users for F&A with focus across 3 GSC sites in India & China for 7 different Business units delivery team of 800+ fteDrove Value-adds, Process Improvements, Automations including Off-the-Shelf automation softwares, Internal Governance & managed Compliance & Reporting of FNA processPortfolio 2: 'Business Process Owners' with global process ownership of F&A process for Damco in SAPPortfolio 3: Regional BPO for Damco EuropeKey Achievements:# Travelled to Manila in 2012 for Opportunity Assessment of FACT OPS to decide on best Process Alignment in GSC.# Apart from managing multiple portfolios, successful delivery of results & value-add, also undertook an additional responsibility of a challenging deputation in 2013 to manage APMT F&A team as Delivery Lead from Pune GSC.

Chennai, India

SAP ECC6 Technical Upgrade (Oct'10-May'11):Supported the upgrade from ECC6 from GSC acting as a partner to CENFINBPO in testing of various SAP transactions by managing a dedicated team of 8 experts & by procuring service of experts from other teams across GSC sites. As only BPO ('Business Process Owner'​) responsible for IHB (In-house bank) ensuredtesting & valid performance of the business critical area of vendor payments and reconciliationSeago Go-live (Apr'11-Oct'11):Managed the Seago (a new liner company focussing on Intra-Europe trade in MaerskLine) go-live in SAP ERP by managing performance of 2 teams, of which one team was responsible for SAP blue-printing (including KDS) and second for SAP testingKey Achievements: # Drove the team to the extra mile to document key improvements of the upgrade & shared with FNA teams to scale up the knowledge level of SAP ERP.# Played an active role in "Process validation / Organisation alignment" workshop in CPH

Chengdu, China

Managed the BPI team in Chengdu GSC on deputation for a interim period of 2 months during the important period of GSC transformation from site based into process based structure, while simultaneously managing the Seago project from the team operating in Chennai GSCKey Achievements:# Initiated best practices sharing across GSC's by encouraging / forming forums for subordinate/peer level interaction across sites.# Contributed a key idea to Balanced Scorecard by integrating IPO metrics with Hypothesis testing

Chennai, India

Migrated end to end finance & accounting activities from Europe and managed it for the third biggest cluster of Maerskline in 2009/2010.Also managed two key activities of 'MaerskLine'​ (Period End & Technical Accounts Reconciliation) successfully in the team, despite the technical challenges and delays due to high volume.Key Achievements:# While 'red to green'​ in control dashboard was the focus, turned the bottom-line of an entity from red (continuous loss) to green (profit) during migration by understanding the 'Transfer Pricing'​ nuances & also by managing the 'Exposure'​ risks and fund settlements.# Suggested few procedures to minimise exposure risk and to reduce the inflated balance sheet which was approved and implemented as global procedures# Only accounting team to develop 5 SAP period-end specialists within a year, who inturn supported other country accounting teams during contingencies.# Led and completed a Green Belt project in inter-company process; sustainable improvement made by building control within SAP.# In addition to being an account manager, acted as project manager in supporting SAP Server Migration of Maersk to a new service provider in a different location by managing a virtual team in testing SAP transactions, including few new modules for GSC like SSP module.# Extended voluntary support to another leader/team in fixing up 'Incorrect Liner Balance Sheet balances' for an entire quarter by coaching the team, managing stakeholder & suggesting corrective solution which was implemented.

Chennai Area, India

Led 2 teams of different dynamics.First led 'Payment Clearing Centre'​ focussing on 2 key activities Vendor Payments & Bank Reconciliation for multiple regions / entities (all 40+ entities managed from Chennai).Second team was 'Nam Project' focussing on piloting multiple new activities in GSC for One Region/Cluster.Key Achievements:# Automated bank reconciliation in SAP thereby saving 20% of efficiency# Gained the confidence of senior management within a year to manage & pilot many first time activities in GSC (like PO creation, GR/IR, Vendor & TEM credit card reconciliations) even before E2E migrations was started in GSC# First PO by any Maersk GSC was created by my team for Damco in 2008.# Drove the team to go the extra mile by performing GR/IR reconciliation not directly in scope of the team and for the first time after go-live, the oustanding items could be exported in Ms-Excel 2003.

Chennai, India

Worked across 4 different teams in 2 Shipping companies P&O Nedlloyd and Maersk using 2 different ERP's Peoplesoft & SAP.Key Achievements:# From lack of 'Ctrl+C'​ knowledge of computers, became an expert in designing queries in Peoplesoft ERP to pull any required data from Tables directly within 6 months# Also within a year designed multiple Ms-Access databases across FNA teams by self learning.# Proven multi-tasking & time management in the very first year of job by managing 'regular day-classes' of my post graduation for a whole year along with the full-time job in Maersk.

M.Com, Accounting And Business/Management, Secured Third Rank In The Department

Activities and Societies: Joined Maersk GSC in Aug'05 as Trainee Officer while still pursuing my education via regular day classes.

B.A. (Corp. Sec.), Accounting And Finance, Secured First Rank In The Department / Batch

Internship/training for a month in Indian Overseas Bank, looking at various operations & accounting.

Accounting & Commerce, Secured 90% In Higher Secondary