Employed in a large infrastructure group (with investments worth US$ 2 billion in India ) engaged in designing and construction of national highways and management of concessions / operations of toll roads on long term basis . As Group CFO , my responsibility included coordination with lenders for financial closure and restructuring of loans , interface lenders independent engineers and legal counsels , monitoring of EPC contracts , structuring/ manning of corporate and site organisation of multiple projects , updatinging Board of Directors of the SPVs on operational and financial progress , tax planning , commercial , HR & organisational development , overall administration and general management of the Group in India.

2003- 2007 CFO of Tecumseh Products India. In 2005 , I was elevated as a Director on the Board . Responsibilities - business planning & performance monitoring on an ongoing basis with focus on volumes growth , cost optimisation , corporate reporting including interface with international accounting firms , management of working capital with special focus on inventories and receivables , treasury functions including hedging of r currency risk , borrowing costs minimization , ERP implementation , management of direct and indirect taxes , statutory compliances and overall coordination with functions including manufacturing , marketing, materials , HR , IT , technology and quality . I also effectively discharged responsibility as acting MD .

CFO of Owens Brockway India Ltd., a 100% subsidiary Of Owens llinois Inc. (a Fortune 500 corporation) which invested more than US$ 100 million in three manufacturing units in India. I played a key role in :• Long term and annual plans preparation and monitoring of business performance with reference to the same• Reorganization of accounting, finance and commercial functions at plants and corporate level for better accountability through effective structures and systems• Business restructuring and interaction with peers in the industry for consolidation opportunities including possibility of forming regional joint ventures• Interaction with the investment bankers and in-house strategic planning team in Australia for possible mergers and acquisition• Divestment of business in India including Preparation of Memorandum, negotiations with prospective bidders and Due Diligence ( legal , accounting , commercial and management )• Effective interface with the Asia-Pacific regional headquarters in Melbourne with functional executives handling treasury, budgeting, management accounting, internal audit, HR and legal functions• Post divestment, I was retained by the parent company to provide transition to the new management team of the divested business

Responsible for long term funding, working capital management, business planning / monitoring and cost control. • Turned around the Company from a loss making to a dividend paying entity• Played a key role in management of entire operations of the Co. as the Senior GM ( Acting CEO )• Strengthened entire supply chain from vendors to retailers with dual focus on volumes growth and improvement of margins• Focussed on vendor development, inputs cost reduction, fixed overheads minimization and optimization of margins for vendors and franchisees• Introduced profit centre–wise performance monitoring with corresponding organizational restructuring