Manish Bhatt has over 13 years of experience in finance and operations management. He currently works as a FinOps Manager at Amazon, where he manages a team of 55 employees and is responsible for complex finance processes involving over $100 billion in annual sales. Previously, he held management roles at Capgemini, Symphony Teleca, and Genpact, where he improved processes like invoice processing and payment times. He has a proven track record of process optimization, cost savings, and team leadership.

1. Manish Bhatt
bhattmani@gmail.com, 7406414243(P). 9999970612(S)
FinOps Manager
PERSONAL SUMMARY
Senior Manager with experience ofsuccessfullycoordinatingthe activities ofvarious departments
concerned with the operations, trainings, transitions, compliance, Human Resource and MIS.
Proven ability to constantlychallenge and improve existing proces ses and systems. Overall 13+
years of experience in finance and accounts domain. Comfortable working with people of all
levels and having an excellentcommercialapproach to solving problems and developing business
processes. Looking for an opportunity which will make best use of my existing skills and
experience and also further my personal and professional development.
WORK EXPERIENCE:
AMAZON
FinOps Manager – Nov 2015 – Present
Reporting to Sr. Manager (Director)
Managing one of the most complex process within Finance Operation of Earth’s largest online
retail Companyhaving a turnover of more than USD 100 billion.Responsiblefor a unique process
called POR-SDP for US region and monitoring the outsourced operations of AP in Manila. Also
responsible for Dispute Process, POR-Lite and Escalation team.
Duties:
 Managing a team of approximate 55 employees in a busy work environment
 Ensuring that capacity and capability are continually planned
 Working closely with financial, Retail Business, Technical Team and HR department
 Encouraging, identifying and developing best practice strategy
 Establish and implement goals, objectives and procedures
 Decision maker on employee payroll revision and promotions
 Involving right team for problem solving in operations when needed
 Preparation of White Papers to be presented to Leadership
 Drive Automation/Robotics
ACHIEVEMENTS:
 Duplicate Project “Replica” with an annual impact of $ 38 MM
o Developed POR category structure
o Paid on Time Improvement
o Alphabetic model for Inbound queries
o Standardization of SLA’s
o Standardization of entire P2P processes
o Vendor Cleansing
o Reduction in NRR (Negative Response Rate)
KEY SKILLS AND COMPETENCIES:
 Providing direction and leadership to planning and accounting staff
 Carrying out investmentappraisals
 Organizational and improvementskills
 Prioritizing and managing multi-tasking simultaneously
 Time management, analytical and problem-solving skills
AREAS OF EXPERTISE
Strategic business reviews
Performance management
Transition Management
Customer satisfaction
Recruitment/Stafftraining
Service Delivery
Management
Re-engineering process
ACHIEVEMENTS:
Prevented ~36MN USD on
Duplicate payments
Actual Recovered ~11MN
USD on Duplicate
Payment
GOLD award for exemplary
performance Award in
GENPACT in 2012
Best FLM Award in Year
2011
Best Supervisor Award to
bring the process in
Control and TG4 sign off
Employee ofthe Year
Award for the year 2007
Received Infinite Delight
Award for highestno of
Positive feedbacks in 2005
PROFESSIONAL
B.Com,ICWA (Inter)
Certified Six Sigma
PERSONAL SKILLS
Decisiveness
Integrity
Attention to detail
PERSONAL DETAILS
Manish Bhatt, 20507,Indu
Fortune Fields Gardenia
Hyderabad -500072
DOB: 8th
July
Marital Status: Married

2. Projects:
1. Project Duplicate:
a. From Oct’16 to Mar’17 11K Duplicate/overbilledinvoices amountingto $ 36 MM were proactively
identified and cancelled bythe SDP team before due date as the currentsystem controls (system
checks at an invoice level and not at an ASIN level) would not have identified them .
b. Some of the prominentreasons are adding suffix/prefixto invoice numbers,submission through
different sources,Same line items through other PO, using shipping ID or any other number as
invoice numbers
2. Paid on time:
a. Increased Paid on Time for one of Client from 65% to 88%
b. Improve customer satisfaction
c. Major defects were short pay terms and high holding time of queries
3. Vendor based Model:
a. Converted the conventional FIFO model to Alphabeticallyvendors based model for processing
b. Improved efficiency with accurate processing
c. Reduction in TAT and response center queries
4. Standardization of entire P2P processes:
a. Captured all process steps of all processes at key stroke level
b. Prioritizes need for work instructions based on Region wise Complexities
c. Defines who to involve and how best to leverage cross-functional knowledge
d. Defines a user-friendly layout and rules on how to make work instructions accessible
e. Defines tools and relevant KPIs to keep process control sustainable
f. Defines how to ensure updating and improvement of work instructions
Capgemini (Reporting to Director)
Journey: Jul’14 to Nov’15
Duties:
 Managing a team of approximate 110+ employees in a busy work environment
 Re-engineered entire process of Processing and IOH to ensure Business Partner Satisfaction
 Implemented Change Management on all re-engineered processes with proper concurring documentation
 Improved accuracy from 90 % to 97 % by applying various techniques
 Able to save more than EUR 100K through efficiency, restructuring,shiftutilization etc.
Symphony Teleca (Reporting to Group Manager)
Journey: Oct’13 to Jul’14
Duties:
 Managing a team of approximate 25+ employees in a busy work environment
 Transitioned the E2E of AP process across Europe and Nordics
 Set up the shared Service operation for one of group company
 Led the people for Accounts payable, Travel and Expense and Response center
Genpact (Reporting to AVP)
Journey: Jul’08 to Sep’13
Duties:
 Handled Inbound Domestic Calls for CreditCard Division

3.  Managed the accurate and timely processing ofup to 50,000 invoices per month for large, multi-site
organizations.Assessed and closed A/P sub-ledger on a monthly basis,validated contentand resolved
various issues.
 Implemented next-generation technologies and process automations (including new OCR and ERP
systems) to foster an environmentof continuous improvement.Trained users and served as the primary
“go-to” troubleshooter on these new systems,which propelled efficiencygains and significanttime- and
cost-savings.
 Facilitated “no-fault” internal and external audits as a resultof sound recordkeeping and thorough
documentation.
 Instituted thorough cross-checking ofpack-lists,receivers and invoices thathalted a previous historyof
thousands ofdollars in overpayments to suppliers.
 Renegotiated paymentterms with dozens of suppliers/vendors from Net7 to Net 30 days for Improved
Paid on time.Improved cash flow and helped facilitate company’s return to profitability.
 Composed effective accounting and ad-hoc reports summarizing A/P data for supplychain,HR and
other departments.
 Implementing service standards and guidelines thatserve as benchmark for excellentservice delivery
thereby contributing towards ameliorated service revenue generation
 Implemented the ledger based approach for invoice processing instead ofFIFO based approach in
GSK, first time in Genpact and got successful.
 Taken and successfully completed the Six Sigma projects” Speed” – To reduce the parked items and
capture the learning’s for future. Improved the POT to 81% from 67% by altering the payment terms,
reducing the parked items and implementing the learning’s, by increasing the PO penetration.
 Given the idea to GSK to update the comments in text column to have reports available through workflow
thus saved a lot of time and extra cost.
 Bring the control in Vendor Master to have a call back process whenever there is a change in bank details
to minimize the risk of frauds.
 Introduced the payment checklist to have full control over process.
 Introduces the additional control of checking all invoices above 25K before paymentrelease by
Manager
 Managing team functions viz. manpower planning, recruitment & selection, induction, performance
appraisal, training, etc.
 Leading, mentoring & monitoring the performance of team members to ensure efficiency in process
operations and meeting of individual & group targets.
 Creating and sustaining a dynamic environment that fosters development opportunities and motivates
high performance amongst Team members.
 broughtthe changes in visual managementon the floor and got the appreciation from clientto have the
visibility of importantmetrics on the floor
Given an idea of having a special manual paymentrun weeklyrather than having it randomlyto
streamline
Agilent Technologies (Reporting to Operations Manager)
Journey: Mar’05 to Jul’08
Duties:
 Fixing Rejections in Open Interface Table to ensure timelypaymentto the Vendors.
 Investigation of Invoices on Holds and release ofholds for accelerating paymentProcess.
 Invoice Refreshing.
 Resolution ofcustomer queries through emails etc.
 Fixing Supplier Set up Issues in accordance with SOX Guidelines (including New Supplier
Addition/Supplier Change Requests)
 Analyzing the reasons for 1stlevel/2nd level paymentrejections on a weekly basis
 Handling Employee Reimbursementissues
 Handling miscellaneous Iprocurementrelated issues,like raising Purchase Orders,etc.
 Preparation of MIS on a weekly/monthly basis.
 Investigation,analysis and research on pastdue invoices,which are not paid in the normal
paymentrun
 Preparation of MIS on a weekly/monthly basis
 Give training to new employees related to process