Based in Muscat, the group started its operations since 1983. It was taken over by the current shareholders in 1997. Over the past several years, the Group extended its interests in:1. Contracting - Civil, Electrical, Mechanical, Insulation, Fire Proofing, Scaffolding Services, Refractory Works etc2. Manufacturing & Trading - First factory dedicated to manufacturing of Scaffolding items in Oman3. Food & Beverage - Currently operating LAVAL Restaurant and Lounge at Ghala Valley Golf Club and TAKARA Japanese Restaurant at Intercontinental Hotel. Also operates industrial catering services at different locations in Oman.Joined the Group as a Group Finance Manager & was instrumental in restructuring the Group. After struggling for a 3 year period of 2012 to 2015, the company turned around since 2016. In recognition of these efforts, elevated to the position of Group General Manager. Achievements•Restructured the business ensuring successful business turnaround. Comprehensive analysis of various operating units were undertaken to identify inefficiencies. Each profit centre was operationally and financially made independent. Non performing units were identified, and was downsized or sold or shut down. This resulted in better performing units performing even better, thereby stabilizing cash flows and improving bottom-line.•Restructured facilities of $ 40 Million. Within 3 years, was able to achieve an acceptable leverage by strong working capital management and accelerated collection of receivablesDuties & responsibilities•Overall responsibility of all activities of all the group companies ensuring enhancement of shareholder networth.•Laying down of Policies & procedures, Risk Management, Debt Management, Engaging with Financial institutions, Legal matters, ERP & Reporting.

Mir Group, headquartered in Kochi, Kerala has interests in varied fields like Realty, Contracting, Tours, Hospitality, Projects, Consultancy, Education, Energy Solutions & Life Sciences.Initiatives/Achievements• Identified structural issues directly affecting sustainability of business and advised corrective action. Based on this recommendation, two non performing units were shut down.• Secured project funding to the tune of $ 10 Million from various Financial Institutions.Duties & responsibilities• Financial Management of the Group• Reporting, Budgeting, Statutory Audit, Legal & Compliance• Pricing decisions in projects, tenders, products• Managing Direct & Indirect Taxation including Income Tax, Service Tax, Excise etc• Managing Administration of the Group• MIS reporting, ERP implementation

Initiatives/Achievements•Achieved permanent annual savings of over US$ 800,000 in repair costs. •Prepared a comprehensive Finance Manual•Introduced software for attendance, payroll, credit control, weighbridge, job costing – linking with accounting system. Devised mechanism to retrieve/link data from machinery installed in 1980’s to invoicing system.• Revamped MIS reporting by introducing profit / cost center based reporting with quantitative data, giving meaningful analysis•Cleaned up inventory, reorganized stores. Did barcoding of inventory & perpetual inventory system implemented.•Undertook electricity audit. Identified cross connections, resulting in improper cost distribution and rectified for past 10 years where records were available. •Identified areas of weaker control in bulk materials . Implemented a standard protocol of weighbridge in all locations and carrying out of material reconciliation with manufacturing quantitative records. FIFO system was introduced in bulk materials also, whereby introduced an additional level of internal check.•Laid an integrated network using OFC, Wireless and VPN ensuring 100% connectivity with all units and real-time data at HO. A CCTV infrastructure was also put in place to control material movement and as an additional layer of security.•Close monitoring of Pricing in a highly inflationary period, passing on the cost impacts to the customer without any delay. In the following period of, despite the economic meltdown, closely monitored pricing and available projects, ensuring pro-actively and aggressively using price as a tool resulting in over-achieving budgeted profits.Duties & responsibilities• Responsible for Accounts, MIS reporting, Budgets, Statutory Audit• Assumed responsibility for Stores & Inventory Management, and IT department• Assisting & leading in Pricing decisions, together with GM and Sales• Costing of products, units, cost centres, with a view to provide data enabling proper business decisions

Initiatives/Achievements• Obtained Grant from Ministry of Food Processing Industries• Completed audit from PWC within 45 days from year end – a first for the Company• Fixed Assets Verification & Codification was undertaken for 100% of facilities & divisions• Successfully handled search & seizure by Central Excise at the Bareilly Factory• Introduced Product Costing & Process Costing for various products / Units / ActivitiesDuties & responsibilities• Responsible for Accounts, MIS reporting, Budgets, Statutory Audit• Responsible for Income Tax, Central Excise, Service Tax & VAT.• Preparing CAPEX budget as per Management and control of expenditure under this head.• Costing of products, units, with a view to provide data enabling proper business decisions

• Responsible for various audits being carried out – including that of Accounts, Purchase, HR, Admin, Projects, Architectural, Sales, Quantity Surveying.• Preparation of Audit Reports and ensuring corrective and preventive actions are being taken by the respective departments

• Responsible for Accounts, MIS reporting, Budgets, Statutory Audit for 8 companies in the Group• Responsible for Income Tax, NSSF, Customs & VAT.• Preparation of accounts in USD and in local shillings• Budgets & Variance analysis, Pricing of intercompany transactions, reconciliation of intercompany• Implementation of IAS upon adaption in 1999 and handling first time audit by Deloitte

Setup Costing System in the Company and identified bottlenecks and areas requiring improvement. Dissected the shop floor into different cost centers and identified man hours, machine hours and quantity of materials spend for each activity. Step by step, the layers of cost were identified and a system was devised to capture the same. Material reconciliation was undertaken to identify material losses at different processes, which was again verified by actual measurement of loss.