CFO

• Cash Flow Improvement: Reduce cash operating cycles by 25 days by improving DSO, successful re-negotiating the payment terms with foreign vendors, and introducing JIT inventory management system.
• SOP’s Finalization: Lead the team who closely monitor the operations and then finalize SOPs, objectives, and roles of various departmental heads and establish a proper accountability procedure.
• Cost Reduction Initiatives: Define the right drivers of each cost that impacted the landed costs of the articles to arrive at correct gross profits and replacing low profit yielding products with more attractive products.
• Enterprise Performance Management: Lead the project of Business Intelligence, purpose being the shift of focus from lagging indicators to lead indicators. Sales Forecasting, Inventory Management and Customer relationship are the key focus of this initiative.
• Training and Development: Direct many formal and informal training sessions for the senior management and their successors on topics such as : “Peak Performance”, “How to make your own Value proposition”, “Measuring the Value you Added to the organization”, “How to Differentiate in Highly Competitive World”,” How to Add more Value in the Same time”.
• Optimum Pricing: Closely study the price elasticity of products and change the prices so as to maximize the Gross profit earned. Such exercise resulted in 100% increase in GP in the year 2011.
• Organizational Setup and Staffing: Play a Key role in setting up the org structure and hiring of senior staff in Sales, Finance, Operations, and HR
• Update financial information and highlight business’s performance on a periodic basis to determine level of compliance with relevant statutes, rules, procedures, policies, and regulations.
• Supervise and renewal of finance facilities for short term and long term requirements of the company at a minimum financial cost.

• Implementation of Activity Based Costing System: Revamping the costing system in SCP by implementing Activity Based Costing, eliminating non-value added activities, rationalizing the costs of expensive activities, resulting in the increase of gross profits by over 30%.
• Cost Reduction: Designed and implemented cost benchmarking system for factory, thereby providing tool for cost monitoring and investigating the differences.
• P & L Improvement: Functioned in close collaboration with CEO, took initiatives to bring long lasting improvements in the bottom line through process reengineering, improved supply chain, capacity Utilization optimization, and highly disciplined cost structure. Operating profit improved by 8% in one year’s time.
• Financial Reports and Closing Cycle: Produced structure and discipline in the monthly closing cycle and reporting process. Redesigned the reporting template, and improved the closing cycle by 10-12 days.
• Performance Review Process: Implemented a system of KPI’s for all functional departments. Score cards were published and delivered to the HOD’s mentioning the objectives, standard, allocated score, and mechanism of score deductions if standards not met.

• Bank reconciliations were critical and Banks were not reconciled since long due to many operational problems involved.
• System Improvements: Worked in close liaison with IT to implement some features. For example, Banks reconciliations was supposed to be extremely tough and was a problem area. Payments were received in systems but never got reconciled due to manual system involved. A provision of Banks reconciliation was inserted in system to avoid manual laborious work.
• Generated monthly bank reconciliations, and sustained variation of financial information, files, and proceedings to make certain accessibility of documentation and compliance with guidelines.
• Formulated and controlled cost budget on monthly basis and other payables and generated report on variance analysis at the end of each month.
• Identified opportunities for improving services, system improvements cost saving and reporting the findings to the senior management