Started to play the role of Virtual CFO of SME companies which may not be able to afford a full time CFO and also requires expert advice in various areas like Accounting, Taxation, Treasury, M&A, IPO and PE transactions.Also available to be appointed as Independed Directors in the boards of listed and unlisted companies

=> As Group CFO of Varroc group for 10 years, associated in bringing the top line of the group from about Rs.1400 cr to Rs. 11,000 Cr=> Appointed as Director in 7 subsidiary companies: VEHBV Netherland, IMES Italy, IMES Poland, Trioms Italy, VTYC BVI, VTYC China and Varroc Elastomers India=> Actively involved in 4 acquisitions - major one being Visteon Lighting division right from sending the non binding offer, negotiation of price, Due diligence process, several discussion and calls on closing issues, incorporation of companies in many countries based on structuring the entities from tax and business point of view, arranging funds and post acquisition integration process=> Led the team in bringing Rs. 300 Cr from Tata Capital as PE money by involving right from the initial discussion, valuation, legal proceedings and documentation etc.=> involved in procurement of long and short term funds right time and at right cost for existing and green field projects=> Played a crucial role in bringing up the credit rating of the group from BBB- (negative outlook) to AA- (Stable outlook) over a period of => Got Subsidies at zero tax, improved credit rating of the group and corporate governance level=> Involved till the last date of association in the IPO process of the entity. Now it is a listed company.

=>Guided in the consolidation of the group consisting 22 subsidiary and JV companies=>Incharge of direct and indirect taxation functions of the Holding and its 22 subsidiaries. => Could suggest proper tax planning measures which prove vital for investment decisions=> Involved in the capex evaluation process of the group as a whole=> Cleared lot of pending tax issues of all the companies in a most favourable way to the group

=> Involved in the entire process of negotiation between ACC and ICICI Venture for the Management buy out of the Refractory division of the former to the latter right from valuation of the business and negoiation of the purchase consideration up to settlement of consideration including all the legal processes involved=> Arranged for acquisition of funds required to pay ACC=> Created new company to buy the business and got all registration, licenses etc. and also involved in the legal and company secretarial activities=> took lead role in getting back all the employees funds from ACC within short time=> Guided the running of business in operating and capex decisions

1993-95: Finance chief of a subsidiary company of ACC right project stage. It was a Alloy Steel Casting plant set by ACC in technical and financial collaboration with Nihon Castings Ltd of Japan. Introduced ERP package and all internal control systems in the company1995-1997: Manager finance of ACC Ltd., Jamul, MP heading the finance and IT functions of 1.2 Mio ton cement plant of ACC. Could succeed in bringing the cost of cement produced by suggesting some tax planning measures in the Indirect tax area1998-2000: Head of Finance and IT of Katni Refractory plant, which is part of ACC and manufacturing monolithic refractory products for application in Cement, Steel, Power and Fertilizer industries. Bailed out the company which was having lot of problems post implementation of SAP as the Finance and IT left the company soon after implementation of SAP. Could bring in lot of re-engineering in business processes to match the requirement of SAP including reallocation of KRAs to all the functional members of the team2000-2005: Head of Refractory SBU at Nagpur reporting to the SBU head- consisting of 2 plants, 6 marketing offices and 8 francisees Strengthened the efficacy of the Procurement functions by introducing lot of controls in the negotiation process and also involving finance in the tender clearing process

1982-83: Assistant Accountant in Busduct factory, Ambattur - could revamp the works accounts practices and documentation1983-84: Senior Management trainee at Foundry, Korattur - successfully introduced product costing section which helped in stoppage of some products yielding negative contribution as per Marginal Costing principles1984-86: Divisional Accountant, Madras Pump factory - revamped the reporting system to HO 1987-88: Manager Finance, Automotive products, Thiruvotriyur - Helped in improving the working capital cycle1988-90: Manager funds and commercial, Products division reporting to Director Products - judicious allocation of available funds to ensure that operations do not get stopped for want of funds. 1990-92: Senior Manager Funds and commercial, Products at Ambattur reporting to Director operations. Improved the terms of fund based and non fund based facilities with Banks