Completed the overall LATAM transition for Global Products, Latam Fields and Services, for all the countries at MIDAM, SOLA and Mexico region, comprising of 26 entities. ▪ Daily activities include working and monitoring the Debit and the Credit balances, with regular follow-ups with the internal stakeholders. Understanding the overall balances and locating the key areas, where more focus is needed to reduce the balances. Balances however was reduced from $ 34 MN to $ 8 MN between 1st April till 31st July. ▪ Working on supplier’s account to understand the Debit balance distribution, especially the 180+ buckets. ▪ Issues like supplier accounts on hold, and/ or awaiting invoices to get into the system due to GRNI. Working on them to mitigate and balance tracker for regular checks. ▪ Preparing deck file for DB and CB for the LATAM and EMEA region, focusing mostly on the reduction in balances for 360+ in DB and 180+ in CB▪ Working with the onshore stakeholders to work on the GRNI, and used Macro for the Buyer Score card automation, for regularly sending email to get the invoices in to the system. ▪ Direct Debit Tracker, helps us to understand the balances differences between the supplier Subledger account, V/S the cash and bank account. That way we can check with the C&B team to get them posted and the team can then offset the balances. ▪ Getting into bi-weekly calls with critical suppliers like CBRE and Alarm.com, to understand if there are any payments that are to be made on the due dates. ▪ Preparing Monthly SOX files, for all the three regions MIDAM, SOLA and Mexico, for better audits and controls.▪ Sharing status updates with the RTR team and also working with them, to post specific journal entries as and when needed, also to work on the balance transfers under trade payables.▪ Getting into monthly Governance calls for the EMEA-LA region, especially focusing on the team performance based on the balance reduction for both regions

▪ Served as a primary point of contact over 20 suppliers, handling operating company codes Kantar Media and Kantar Consulting and also worked as the offshore account manager for ESES and HBG project▪ Handling escalations and working on the Root Cause analysis to issue remedial action to address client’s concerns▪ Working with the Lean Digital Transformation team and completed GB certification on projects below 1. Debit Balance reduction 2. Buyer’s score card automation 3. QPA for vendor statement reconciliation 4. Duplicate check, before sending the posted invoices to the payments team 5. Advanced credit card Reconciliation 6. Automated Deposit Entry accounting, matching deposit and expense ▪ Managed a team of 12 people, in regard to their day-to-day activities, mostly on the Service Now Ticket and Coupa Deployment▪ Ensure maximum client satisfaction by providing exceptional and personalized service, enhancing client satisfaction ratings from 88% to >98.4% in less than 6 months▪ Work closely with payments which would help us to get the invoices paid on net due dates▪ Worked with the onshore team for Budgetary Forecaste between the actual expenses vs the average expenses ▪ Working with the MDM team, as and when the payments get rejected due to the change in bank details▪ Working as a supplier manager 1. BP reviews, to check which are the invoices that have been paid 2. Forecast review, to understand the Cash Flow Forecaste 3. Review of existing order book 4. Handling issues with the Supplier on Boarding 5. Innovation/Change – what can be done differently to improve issues, 6. Came up with the API invoices and Kelly services invoices for bulk invoice processing and payments▪ Effective communication with the client directors and stake holders, sharing them regular updates and another monthly update Power BI

▪ Managed a team of 5 people, for the Helpdesk team, majorly working onService Now tickets and on inbound calls▪ Devised and applied a new training and accountability program that increasedproductivity of the team, with accuracy >95%▪ Partnered with cross-functional teams in consulting with clients to provide firstresponse and reduce the cycle time of a ticket▪ Maintaining the Volume and Accuracy Matrix, and the SOX control▪ Rigorous and constructive feedback for the defaulters in quality audits▪ Worked with the Information Security management SPOC for the projectcritical data like project start and end date, cost involved, and resourceneeded/ utilized▪ Working closely with the invoice processing team to post the earlypayment invoices

▪ Posting invoices as a part of day-to-day activity on SAP▪ Sharing the updates regarding the process and Fit to fly▪ Working with the audit team to find out the issues and sharing regular updates with the invoice processors▪ Built Macro to send automated emails to the supplier for the invoices that wehave not received it yet

▪ Posting invoices for the list received from the onshore team▪ Contacting the onshore team regarding the process fixtures as and whenneeded▪ Worked on SOP and if there are any changes in the process, especially thecash application processes for BIBS and Oracle▪ Worked on Tollgates, since the process was at the beginning, and also didthe baselining of the process.▪ Was a process developer and hence used to handle the team as well, inabsence of the Team Leader.▪ Needed to categorize the remittances, in accordance to their nature, for JP Morgan chase file for cheques and Bank of America for Wire transfers.▪ Apart from invoice posting, worked for the offset and the on accounts as well▪ Managing the team as well as the process from the offshore, when theprocess was at tollgate 3

Read and analyze billing issues in regard to the customer bill for the processnamed Du▪ Was a blended process, hence used to call up the customer and also sendemails, to get the queries resolved▪ Worked in Applications like BSCS and Siebel, to get the customer queriesresolved and to check and share the required information as and whenneeded▪ Promoted and was given an opportunity for performing the quality audits forthe same team▪Performed regular audit checks for the back-office team and based on thatconstructive feedbacks were shared