CFO OLA - Responsible for entire Consumer Internet Businesses - Mobility, Food and Financial services

Regional CFO for the Philips Consumer business in Asia Pacific. In scope, 9 commercial organizations covering Korea, ANZ and ASEAN countries. As Regional MT member co-piloting the business, driving & monitoring performance improvements in all financial areas and initiating/driving crucial strategic business initiatives including investments in growth geographies and commercial pricing deployment to increase TROI and to maintain high price realization in the region. Implementation FP&A Center of Expertise: standardized and optimized financial planning and analysis.

Assumed role of Head of Finance for country Singapore, on top of current responsibilities.

Responsible for full spectrum of Financial Planning and Analysis covering 5Y Strategic Plans, Annual Operation Planning, quarterly forecasts, performance reviews for Philips APAC covering all three businesses (Lighting, Healthcare and Consumer Lifestyle) with a consolidated revenue of over Eur 1.5 Bn. The role complemented business/country finance teams and focused on gradually integrating & building core FP&A capability & insights at Philips level (APAC as well as 10 countries) which was a key enabler of Philips strategic direction of unifying different businesses as Markets.

APAC Transformation lead for Philips Finance Operations under global Finance Transformation Program. Managing an experienced multicultural Transition Team with overall responsibility for Re-structuring, Delivery and Value Realization across Asia Pacific region for Royal Philips.

Working with Philips Electronics NV as part of Global Internal Audit fucntion and based in Gurgaon (one of the 5 global Delivery centers) and Amsterdam.As key members of Global Consumer Lifestyle and GM&S sector, was responsible for executing audits focusing on main Consumer Lifestyle business (Television, Audio Video & Multimedia, Domestic Appliances and Accessories) and Corporate Functions. Additional responsibilities include review of Lighting and Healthcare sectors along with a team of 5 members based in Gurgaon one of the 5 internal audit centers globally. Key deliverable include planning and execution of global reviews in line with audit charter, communication and stakeholder management. It also included need based coordination & communication with local stakeholders such as KPMG, India Finance team and Business Sectors.Led and directly managed many high profile audits during 2009-12. Few include Market Risk Workshop, Lighting Outsourcing Readiness for 2015 (LED Transformation), Healthcare review in Iberia with Focus on Austerity measures, Structural Profitability of Business Group - TV, Go to market Approach for changed business model in Western Europe, Emerging Markets Risk review of Audio Video & Multimedia Business, End to End review of New product introduction, Acquisition effectiveness of two strategic acquisitions in India (Healthcare), Consumer Lifestyle Supply Base risk assessment (Tier 2 and Tier 1), Global Buy-Sell program review towards supply excellence, Global Functional Reporting (VIPP) Tooling and Global review of Consumer care operations focusing on India, China, Germany and USA. Additionally, responsibility included number of compliance and financial assurance reviews (India: corporate as well as factories, France, Spain, UK, China etc.), Planning & execution of Risk workshops at various level in organization and Sox Assessment.

Transferred from International Business Division to the Corporate Centre as Deputy to Chief Internal Auditor and assumed effective responsibility of audit planning, review and delivery for global Asian Paints operations. Core focus was on risk based audit reviews of key business drivers, communication and stakeholder management. Led and driven a talented team of 13 (including 5 CAs) and four external audit firms towards delivery of internal audit plans during 2007 to 2009 and was overall responsible for Annual audit planning, execution, closure and tracking of agreed actions via continuous communication with Business Managers.Key deliverables - Providing levels of assurance to Board & Shareholders.- Developing highly engaged talent pool that can be groomed to take up challenging business roles. - Direct management and supervision of four regional external CA firms for outsourced audit assignments of AP field units.- Departmental Budgets, Cost tracking and control- Establish a strong data and people management system with in IA with focus on quality/consistency.Key Highlights:- Re-organized the function & audit approach re-organsing split of outsourced vs inhouse audits.- Delivered planned assignments (205 Nos in 2008-09) and cost saving of INR 62 MN despite resource constraints- Implemented process documents to improve consistency and harmonization during audit lifecycle- Key member for Mapping business Risk profile/ERM during 2008 - Promoted and Encouraged of Open communication and feedback culture with-in teams (in house/External) - Improved assurance levels from external auditors by instituting new quality initiatives & tollgates.- Started Regional and Zonal trend analysis and periodic management briefing.- International business driven by SOX – Mapping process weaknesses and reporting accuracy in 27 different countries across the globe - Part of IFRS implementation team for Asian Paints.

Head of Finance, Accounts and IT at Asian Paints Lanka Ltd, a 100% subsidiary of Asian paints India Ltd. Appointed as an Additional Director of the company during 2004-2007 and responsible for secretarial and Board Matters.Led and managed a team of 14 professionals. Deliverables included Financial planning, Budgets and Analysis, Month End financial closing & Statutory audits (KPMG), Co-ordination with Bankers and external stakeholders, fund management (short term and long term) to drive growth and investment, Process improvements and internal controls at Head Office and Sales offices across the country, Business review and monitoring, Working Capital and overhead control and, Business risk and continuity planning and IT infrastructure management.- Headed and implemented Pilot ERP Rollout (Microsoft Navision) in Srilanka. Key ERP Trainer for “Train the trainer” Program- Headed ISO 9001-2000 in at Manufacturing Plant and obtained certification ahead of Plan- Significant Improvements in working capital cycles by efficiencies and process controls for debtors and inventory including offshore financing for suppliers.- Successfully restructuring of long and medium term Debts by planning and renegotiation with Banks- Recognized as a “change Agent” in driving performance culture and IT/automation awareness across the company.- Drove the unit to profitability in 2006 and instrumental in winning International Business Unit of the Year award.

Worked in ISO 9001 certified ‘Corporate Audit Division’, contributing for Audit, assurance and internal consultancy requirements of Entire LARSEN AND TOUBRO group and subsidiary companies. The role involved Control and risk assessment in key business areas, ensuring statutory compliance, identifying and eliminating wasteful activities/practices, Cost savings in operational areas and multiple Objective based assignments.