Mukesh Bhatt Email & Phone Number

New York, Ny, Us

Mumbai, Maharashtra, In

• Partnered with the CFO of FedEx Data works organization to build muti year data and Analytics program for One FedEx transformation. Mukesh Led the team to meet the mandate of designing Enterprise KPI to drive the one FedEx PnL within the finance insight platform. • Partner with the CFO of Chemours (Dow chemical) to assess the record to report process to understand opportunities and gaps with to industry benchmark for cost optimization, outsourcing and Op model shift. • Partnered with the GBS lead of the PPG (a paint company) to optimize the global network with global process ownership, organization design and Location footprint for upselling GBS to rest of the organization.

Dublin 2, Ie

As a transformation delivery lead, responsible for the design, build, project planning, prioritization and implementation of function-wide transformation programs. Manage project team and maintain transformation roadmaps and ensure visibility and accountability for commitments around operating model/finance transformation or cost take out work. For a $10B CPG Company, Trenton, delivery lead for Overall FP&A capability Assessment and detailed review of the Supply chain finance within the operating businesses- Review the FP&A process, capabilities, and technologies to understand synergies- Design new operating model with clarity on “ways of working” and established “COE Construct” for data and Analytics- Conducted feasibility study on the process for moving to the Data and Analytics Hub- Designed the process to govern new data and Analytics COE construct by leveraging distributed delivery model

Dublin 2, Ie

For a $50B Food Company - White Plains, NY: Led a 3-year strategic cost transformation Program – with a mandate to identify $250M PNL saving and build Zero-based capabilities to sustain the YOY savings- Led the strategic assessment, value identification to set the 1.5B cost baseline to report YOY saving- Designed the new ZBB process and strategic planning process along with FP&A for 5 regions and 4 business lines, - Built the foundational capabilities of process, cost center, and Process definition to Implement the ZBB - Built industrialized zero-Based Budgeting solution on a cloud-native platform (Cognos), deployed and trained 1000+ resources- Ran and supported two Zero-based Budget cycles in collaboration with global and regional FP&A- Designed and Implemented Control and Monitoring capability on Alteryx and Tableau for executives to track saving against the budgets at multiple business hierarchy levels-----------------For a $10B Glass company –Led a 1.5 year finance transformation and journey management engagement for zero-based Budgeting design and implementation for Europe, Latam, and North America region- Conducted detail spend review of Organization and external spend to set the spend Baseline- Conducted value identification on the biggest opportunity to identify $120M saving and build initiative to execute the saving - Designed and standardized the new ZBB process for 5 regions and 2 business line- Conducted two cycles of Zero-based budgeting from spend justification, negotiation, and budget finalization

Dublin 2, Ie

For a $80B Pharmaceutical Company, New Brunswick: led strategic planning function to support process, operating model, and service delivery model changes for 76+ countries - Designed and Implemented a centrally managed capability to deploy 200+ operating model, process, and org changes across 79+ markets around the globe - Defined and new Service Delivery model and designed processes and capabilities to move the work to new locations - Build the process and capability to transition work from Finance/HR and IT to new service delivery locations-------------For a 20B German Bank, Manila & Germany, workstream lead under finance transformation program “stride” with a mandate to streamline the Middle and back-office cost production line and help achieve “Attrition neutral” service center with $10M efficiency saving- Review and redesign the T+1, T+2 production line and MRP process (Management and Statutory reporting)– ways of working and delivery model change - Streamlined and Automated the cost production line with BPML taxonomy and with the “Intalio” tool - Implemented the Automated process to the three new locations in the onshore-offshore delivery model by achieving all the efficiency saving----------For largest Package delivery company, Atlanta, led Service delivery model design - Workstream lead for the operating model governance and organization strategy for setting up of 16,000 FTE GBS organization- Created management processes for the GBS organization to operate and function (Request Management, Transition Management., Chargeback Model, and Continuous Improvement processes)- Led footprint rationalization and consolidation across 93+ sites to reduce the footprint by 50% over the next 4-5 years.

Dublin 2, Ie

• Successfully designed, built and implemented Finance Performance framework and measures for the largest Bottler in the region with a tangible outcome of closing Sox gaps and implementing performance reporting tool• Delivery lead for a cross-functional project team to design, develop and deploy process improvement and automation GBS processes with an objective to achieve the “attrition neutral GBS center” for the largest German Investment Bank• Led functional design team for implementing new tax tool ‘Longview’ along with shifting to new distributed delivery model by setting up SSC for Tax processes.

London, Gb

Worked with Hewitt’s Global Service Sourcing practice for 3 years and was exposed Hewitt’s three businesses, outsourcing, technology, and consulting, and have project managed distributed delivery for Oracle financial service center for 12 Months, Key clients were UBS, MetLife, PTPRO , SUN and Option one• Delivered multiple end-to-end feasibility and vendor selection engagements for the offshoring journeys of multiple clients with a focus on advising op-models (BOT, Captive etc.), process opportunity identification, running vendor selection with RFI, RFP, and RFQ processes• Project managed a distributed delivery engagements for design, implementation and transition of a distributed delivery model for Front and Back office set up for mortgage processing• Led multiple process transitions ranging from 20-80 FTE from multiple US locations to delivery centers in Aspac

Mumbai, Maharashtra, In

Liquidation tracking for Contaf+ across 15 districts in Andhra