Mukesh Malhotra Email & Phone Number

Delhi, India

As a Fractional CFO to SMEs, I help the businesses in:1. Scaling up2. Business Financing3. Strategic Partnerships4. Profit Improvement5. Unlock Financial Insights6. Cash flow problems7. Management Dashboards8. Unlocking Value9. Plan for an Exit10. Manage RiskI invite you to connect with me on LinkedIn for more in-depth conversations.FD| Finance Director || CFO || Chief Financial Officer || Management Consultant |

Successfully built and scaled a new function from the ground up. Led strategic planning, digital transformation, and program management initiatives to drive operational efficiency and elevate customer experience across multiple global geographies.Delivered measurable results in client retention, revenue growth, cost optimization and associate productivity. Implemented data-driven strategies and leveraged emerging technologies to drive business outcomes.Fostered a culture of innovation and transformation within the Global Strategy & Operations team. Nurtured a high-performance culture through talent development and employee engagement. Operated effectively in a globalized matrixed environment with diverse cultures, delivering consistent service levels through operational organizational design and execution. Successfully executed key projects such as automation across Data Science, Tech, and Analytics, AI use case development, Risk Management, Sales Force implementation, AI and data analytics skill development, and email marketing, etc.Demonstrated a proven ability to lead and execute complex initiatives, drive operational excellence, and deliver sustainable business growth.

NM-ICPS Mission of Govt of India want to establish the Innovations Hubs for research, innovation, and entrepreneurship.As the CEO, my aim was to set up and scale this company to enable technology development, establish centers of excellence, drive the culture of innovation, entrepreneurship & start-up ecosystem and develop International linkages & collaborations. This is quite similar to what Stanford has done to drive the start-up and innovation game.I nurtured a culture of collaboration among industry, start-ups, academic institutions and government agencies. Aim was to develop AI/ML/data-driven technological advancements for problems pertaining to cognitive computing and social sensing and create financially sustainable ventures out of these programs and may be a unicorn out of it!

Smart City Mission of India envisages the development of 100 Smart Cities with projects worth Rs 2,05,018 crore. (USD 29 billion).As the CEO of BiharSharif Smart City, I was responsible for leading & delivering company’s long term strategy to create shareholder value and turn the city into a Smart, Intelligent, Sustainable and Resilient City. Responsible for strategy formulation,financial and business planning, infrastructure development, planning and executing the vision laid down under Smart City Mission of Government of India. Focus was on sustainable development through collaboration, innovation, technology and growth.

Gurgaon, India

Founded a venture in hospitality. Led the development of a comprehensive vision and strategy for the project and launched the company from the ground up. Spearheaded the project from inception to completion, including handling all legal and regulatory requirements- choosing a business structure and registering the company, managing land acquisition and obtaining necessary licenses and permits.Secured investment for the project, established financial and operational KPIs, developed and maintained the business plan, managed finances and cash flow, and ensured regulatory compliance.During the process of this entrepreneurial journey, I had engaged regularly with the government to look into the concern and pain points of the Investors and presented them with the recommendations to streamline their policies. Influenced government policies for investors by preparing an investor case study and white paper, streamlining investment processes.

Gurgaon, India

I was responsible for providing strong leadership and drive business, strategy and financial management for entire ICRA Group and each subsidiaries/business units. There were 7 group compamnies- 4 in India and 3 outside India.Led strategic planning, organic growth, and M&A/divestitures to drive business expansion. Managed deal processes, joint ventures, partnerships, and M&A & Divestitures. Provided strategic consulting to CEOs on enterprise account management, revenue growth, and margin improvement. Enhanced customer satisfaction and retention through targeted strategies.Implemented a data analytics framework for product portfolio optimization. Maintained a competitive focus by conducting market analysis and developing business development plans. Improved operational efficiency through time management tools and billing discipline to drive increase in consulting and research revenue.Managed financial performance by forecasting P&L, devising operational plans, and optimizing costs. Oversaw business and financial planning, P&L and balance sheet management, growth target achievement, operational reviews, performance correction, management reporting, and financial review processes. Drove process automation for improved efficiency and accuracy.

Lagos

Responsible for driving the entire strategy and operations for all the Group companies encompassing : Planning & Budgeting, Finance, Risk Management, Distribution, Product Range, Technology, Shared Services, Organisation Structure, Governance and Human Resources. There are 5 group companies- Royal Exchange General, Prudential Life, Royal Exchange Finance & Investment, Health Care and Royal Exchange MicroFinance Bank.Royal Exchange commenced operations in Nigeria represented by Barclays Bank DCO in 1918 and in 1921 converted to a full branch of its then parent company, Royal Exchange Assurance, London. In 2007, Royal Exchange entered into a merger with African Prudential Insurance Company Limited and Phoenix of Nigeria Assurance Company Plc. Later all the 5 subsidiaries were formed to offer all gamut of Insurance & Banking services.

I was the National Head for Market Planning for all the 3 divisions of airtel -Mobility, DTH as well as Fixed Line. Responsible for business planning and roll out of all the businesses whether it is 2G, 3G, LTE in Mobility or any existing/new technological roll out in Broadband, FTTH, IPTV or DTH.

I was National Head for BPCI for entire Voice, Broadband & Data business (Fixed line business). Was responsible for leading:Revenue Planning & Enhancement: Lead the preparation of the AOP and provide guidelines for consolidation of the same. Forecasts and Variance Analysis of Revenue Performance Indicators & Corrective Actions, Evaluate Tariff Proposals at Group Level/ Circle Level. Engage with other Verticals and Hubs on product performance, revenue contribution of products etc, to recommend corrective actions and strategies to improve usage. Market Planning: Identify new growth opportunities, Development of the Business Plans for the new streams, Lead the Market Planning to ensure attainment of growth targets as per the AOP. Utilization of existing network with a perspective of achieving high Capex productivity and ROCE. Generate insights based on the understanding of market to enable cleaning up of legacy infrastructure & deployment of new systems in existing areas. Drive implementation in identified geographies to enable enhanced Asset Utilization. New Roll outs: Propose Investments towards creation of new assets.

Was responsible for managing: Strategy Development and Planning To function as a business partner to the Country Manager and the BU management team in facilitating of business strategy enabling them to meet key financial targets. Work with functional leadership teams in identifying operating plans enabling fulfillment of BU strategic plans. Identify the growth opportunities-organic, M&A, joint ventures/partnerships. Active support of new business investments - India specific initiatives. Closely work with BU Country Manager and APAC Strategy and Controls team. Provide financial leadership to the BU enabling delivery of BU goals. Lead periodic drivers' analysis with the Business Teams to identify business drivers leading to identification of growth areas and opportunity areas. FP&A Lead the preparation of the quarterly/yearly financial targets. Managing the overall Budgeting process and regular rolling forecasts. Responsible for regular Business Reporting. Regular review of the key businesses metrics. Reporting and control To comply with all reporting requirements for our head office in San Jose and accounting team in Bern. Ensure all the statutory/internal compliances are adhered to. Assisting internal business partners to define and refine business strategy and supporting operational processes.

I was responsible for:Mapping out the potential landscape and explore each product category marketIdentify the growth opportunities-organic, M&A, joint ventures/partnerships.Analyze specific M&A targets in terms of detailed evaluation.Create Acquisition & Divestiture documents for the cases which have been identified.Support in Business Planning of LRPs.Track the environment and competitors for opportunities and risks that impact the business in short and long term. Support the business by providing analyses and information that would help strategic planning as well as ongoing operations.

Developed and implemented ongoing operational plans for the sites in collaboration with the process design team. Served as a liaison between the Indian business team and Global Strategy and Design teams to facilitate the implementation of strategic initiatives.Established cost and non-financial goals for the sites based on performance analysis. Developed and executed initiative plans to achieve these goals, including process standardization and best practice sharing.Ensured compliance by working closely with audit and quality teams.

Led strategic planning and business analysis initiatives. Responsibilities included:Business Analysis: Analyzing business performance, tracking key financial indicators, working closely with senior leadership on business planning, reviewing budgets and analyzing variances, providing data-driven insights for decision support, and conducting in-depth industry trend analysis.Strategic Planning: Formulating business strategies, overseeing execution, defining functional plans, setting goals, aligning key results areas with the overall strategy, evaluating performance, assisting the CEO with daily operational issues, and coordinating with various functions.Quality: Leading projects on non-financial parameters and completing Green Belt and Black Belt training.Served on the company's Operational Committee, making decisions on cross-functional operational matters.

Was responsible for:Business Plans preparation: Preparation of Business Plans & Projection of financial statements. Evaluation of New Businesses/ Projects – Evaluation of various funding options for future expansions.Performance Monitoring: Management Sensitivity analysis, Financial analysis of performance vis- -vis budget, Preparation of Budgets and budget control, Preparation of Sales Incentive Plans, Industry specific trend analysis. . Responsible for strategic planning and review & analysis of business.Financial Controls & Systems: Continuous improvement in internal financial controls and information system of the company. Review of Internal controls & procedures and advising the management on the same, preparation of the Process Manual, cost control and statutory compliances

Joined RICOH in June 1996 as a Management Trainee in Finance & Control. Rapidly progressed through the ranks, achieving promotions to Senior Finance Executive in December 1997, Assistant Manager (Finance) in June 1998, and Assistant Manager (Audits) in July 2000.Key responsibilities included:Financial Planning and Analysis (FP&A) and Budgeting: Prepared monthly financial reports for top management, analyzed variances, identified process weaknesses, and suggested improvements. Developed annual and half-yearly plans/budgets for revenue, cost, margins, operating expenses, and profits, providing insights for decision-making.Control Mechanisms: Designed and implemented centralized control and process monitoring mechanisms. Communicated head office policies and procedures effectively and ensured strong internal controls in business units.Reporting: Analyzed financial and non-financial reports, assessed control operations in branches, and recommended corrective actions.

Mba In Business Economics(Mbe), Finance & Econometrics

Be, Civil Engineering

Education record

Education record