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Outsourcing, Incorporation, Foreign Subsidiary Tax, GST, Banking, Insurance & Legal

Performed dual responsibility of Manager Business Assurance Internal Audit and Projects.

1. After a successful stint of 2 1/2 years with Toll Joint Venture in India as CFO, now helping Toll-Asia support consolidating various processes between legal entities. 2. Leading SAP implementation for AR & AP Process for TGL-ASIA

1. I managed complex relationships between MNC Companies and local partners. 2. Reduced non-strategic offices and warehouses, saving close to 5 Million rupees for the company.3. Increased Gross Margin from 16 % to 20% via developing the financial roadmap, internal control, setting up IT environment, rate negotiation with vendors, process improvements, reducing hostile customers, and plugging leakages. 4. Developed high-performance Account and IT team and strengthened controls, scaled infrastructure for growth and built shared service centre to improve efficiency and cost control.5. Created and developed an interface between operation and accounting software, transferring real-time data from ops software to accounting, improving efficiency and reducing head counts.6. Removed the company's accounts outsourcing arm by improving processes, saving 2.5 million rupees.7. Successful enhancement of CC limit to support business and operation.8. Successful Implementation of process and control to improve POD turnaround time from 35 days to 16 days.9. Implemented controls in operation and finance to save tax expenses of close to Rs. 9 Mln.10. Spearheading Implementation of computerized systems that include TWL software, purchasing, payroll and human resources technologies. Planned changeover, negotiated and purchased software, assembled a team of 3 and rolled out the new system in 6 months with no consulting costs.11. Led initiative to combine separate accounting systems into one in a period of just 6 months. Facilitated control of data, eliminated redundancies and alleviated technical issues. 12. Saved 20% in overall communication expenses by rate negotiations and balancing plans.13. Reduced DSO from 110 days to 70 days and continuously improving.Commended by CEO / Director of TOLL Logistics and Indian Partners for Consistently outstanding leadership performance, JV administration, Growth, and support.

1. Actively worked as a member of the steering committee for the implementation of the Navision-Microsoft accounting package. 2. Efficiently implemented ERP package Navision for 15 locations for South2.3. Instrumental in achieving the region's monthly logic collection /TOD target. Increased cash flow for the region by 4Crs, thereby reducing receivables from 40 to 32 days with only 4% of the total debtors above 60 days. 4. Proficiently focused on cost-saving measures, bringing efficiency through vendor negotiations and process re-engineering. During recessionary times, our region contributed 11% savings in cost.5. Successfully handled ESIC assessment of the organisation, saving Rs. 1.25 cr as tax liability.6. Instrumental in locating strategically fit counters and offices, thereby contributing to CASH SALES for the region.7. Reduced head counts from 50 to 47 through process re-engineering in the finance function

1. Actively handled the business of breakfast products, meal-based products and oil under the brand names GINO, POMO, JAGO, TOM, & LABIANCA.2. Efficiently set up: Systems and internal control for USD 90 Million company, from operation to final accounting. Turn around the company from a loss-making organization to a profit-making organization in one year.3. Mobilized fund requirements by sourcing huge Forex from the parallel market, saving substantial money on account of interest and foreign exchange loss.4. Substantially reduced Bill transfer charges from 0.75% to 0.20% across all banks.5. Set the company's operation right by mobilizing fast container clearance from the port and coordinating with other departments, thus controlling further damage.6. Proficiently generated MIS for Supply Chain to ensure daily capturing of activities and proper control to facilitate fast mobilization in container clearance, saving enormous costs for GAPOHA, Demurrage and other costs amp; for product costing to ensure proper Gross Margins.

1. Successfully enhanced Gross margin of Units by implementing a tanker in the factory for oil usage instead of cans.2. Efficiently handled the business of Ready to Eat (RTE) Snacks, Atta, MWPC, and IPC; brand name ACT II.3. Facilitated proper closure of manufacturing batches to analyse cost capturing and movement weekly.4. Activity worked as the Core member of the Key Implementation Users’ Team for Oracle Financials.5. Generated MIS for sales tax to capture data for different locations in 1 state and helped the management in the timely deposit of tax every month and smooth assessments.6. Recognised for exemplary performance and thereby received a promotion with the responsibility of handling the operation of the Branded Foods Division within one year.

1. Successfully enhanced the branch’s position from No.23 to No.1 in two months, receiving MD’s Appreciation Award.2. Bagged the highest bonus across India and MD appreciation award for consistent performance.