Ravi Dawar Resume 251115

Resume of RavDawar
Tel # 91 9899974275
Email: radawar2016@gmail.com
HIGHLIGHTS OF QUALIFICATION
• Director Finance & Country Chief Financial Officer, Becton Dickinson South Asia. Responsible
for:
 Leading the development of the long term strategy for growth by identifying “Spaces to Play”
and “How to Win in those spaces” and partnering the Country Chief Executive Officer in its
implementation;
 Development of Annual Business Plans and facilitating achievement of financial targets;
 Finance support for manufacturing plant that produces product both for domestic and overseas
market;
 Direct & Indirect Taxation management & compliance;
 Raizing of Foreign Direct Investment from Overseas Company Affiliates and arranging Lines
of Credit (both fund and non fund based) from Banks;
 Driving Efficiency by establishing and scaling up a Shared Services Centre, changing operating
models, identifying synergies across groups; and
 Building a “Future Ready Finance” organization to support.
• Worked for 8 years in Coca-Cola (Beverage Industry) in several roles, including leadership
position for 5 years. In last assignment, heading the finance function for franchise operations (40% of
company business), and was responsible for:
 partnering business in growing business in 14 markets across India, with appropriate portfolio
and 150 SKUs of product;
 Pricing strategy basis price demand sensitivity analysis.
 Appropriate investments in brand awareness to create a “consumer pull” / demand AND
outdoor marketing.
 Partnering business in development of appropriate “Go To Market” strategies and select
appropriate channels.
 Working collaboratively with Manufacturing, Supply Chain, Marketing, Packaging, and
Sales departments to constantly innovate on operating models to optimize cost.
Further, in a previous role established and managed the finance function for the ‘Non Carbonated
Beverages Business (15 SKUs) for Coca-Cola India. The business had 8 manufacturing locations and
25 distribution centres across India. Responsibilities included:
 Economic feasibility studies on new products viz Georgia Coffee and Sunfill.
 Contract management with Co- Packers of 5 manufacturing locations, costing of product
manufacture, establishment of their financial budget and subsequent monitoring of financial
performance.
 Establishment of distribution network of approx. 200 distributors, over 25 distribution centres,
and arranging Sales Tax registrations.
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 Working collaboratively with Marketing on the commercials for marketing programs to
create brand awareness, consumer pull, and impulse buying
Resume of Ravi Dawar
Page 2/8
KEY ACHIEVEMENTS
• Awarded “Leader of the Year” in 2014 & 2015 for demonstrating leadership competencies like
effective strategic development, innovative ideas and approaches, and optimized execution and
performance.
• Awarded “Star Award” in 2015 at an international level for reengineering of financial, commercial,
and accounting processes.
• Maintained profitability in an environment of depreciating rupee. This was achieved by
segmented price increases, driving manufacturing cost efficiencies, and implementing policies to drive
sales of profitable product mix.
• Consolidated financial and commercial processes from 6 offices into a Shared Services Centre
resulting in significant cost savings.
• Managed country operations for approximately one year as a key member of a 3 Member
Transition Team appointed to manage country operations during the vacancy of CEO position in 2013
-2014.
• Established Legal Entity in Bangladesh to provide a platform for business to leverage opportunities
of an adjacent market
_____________________________________________________________________________________
QUALIFICATIONS
Associate Chartered Accountant May 1990
Institute of Chartered Accountants of India
Bachelor of Commerce- Honours (66%) 1986
Shriram College of Commerce, Delhi University
Class XII (86%) 1983
Indian School Certificate
Mount Saint Mary’s School
_____________________________________________________________________________________
PERSONAL PARTICULARS
Date of Birth December 20, 1965
Marital Status Married
_____________________________________________________________________________________
CURRENT PROFILE
July 2008 – To Date
Director Finance (CFO)
Becton Dickinson South Asia
Note: Bangladesh Legal Entity established in 2015
Role
Strategic Level
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• Lead the development of the long term strategy for growth by identifying “Spaces to Play” and “How
to Win in those spaces”.. This involves analysis :
 industry landscape w.r.t market size and trends in areas including customer / product segments,
and alternate technology platforms.
Page 3/8
Role (Cont….)
Strategic Level (Cont…)
 Competition landscape
 Organization SWOT; and
 Leveraging of “Growth enablers” including Efficiency improvement; synergistic organizational
approach; talent to drive profitable growth.
• Prepare “Business Cases” in to justify economic feasibility of investments in increasing
manufacturing capacity/ launch of new products and new “Go To Market Models” new markets.
• Partner with Corporate Tax and PWC (tax advisors) to structure business models, and related
agreements in a manner to optimize tax incidence.
• Collaborate with stakeholders in strategic areas of product portfolio; distribution models; and
manufacturing to optimize operations.
• Develop strategies to manage funds and optimize cost of funding
• Build a “Future Ready” finance organization.
Operational Level
(A) Financial Planning
• Ensuring annual financial targets are met. This includes identifying opportunities to mitigate risks.
• Working with stakeholders to make timely investments in resources and marketing activities to
ensure effective leveraging of resources.
• Building scenarios under various assumptions and parameters to discuss with stakeholders and
facilitate decision making.
• Development and maintenance of a “Management Information System” that facilitates decision
making and tracking of “Key Performance Indicators”.
• Developing pricing strategies for government tender orders, and corporate orders.
• Responsible for the consolidation and reporting of monthly, quarterly and annual results in USGAAP
• Preparation & communication, to worldwide and regional leadership, of Quarterly projections and
results.
• Managing working capital through providing direction in the “Sales and Operating Planning”
meetings.
(B) Controllership
• Maintaining books of accounts both under USGAAP and Indian GAAP and preparation of financial
statements.
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• Maintaining a robust internal control system to ensure fiscal discipline. This involves ensuring the
financial policies and procedures (including the Chart of Authority and Credit policy) are adhered to
and periodically revised to facilitate growth with the framework of controls.
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(B) Controllership (Cont…)
• Managing financial risks through development of control and monitoring systems (including SOX)
• Managing credit and inventory to ensure a healthy ‘Days Sales Outstanding’ and optimal exposure.
• Engaging with Statutory Auditors (Ernst & Young) to finalize audited financial statements.
(C) Treasury
• Raizing of Capital from overseas affiliates and lines of credit from Banks.
• Managing cash flows through a robust governance mechanism of monitoring cash on a daily basis
and reviewing cash flow statements on a monthly basis.
• Investing surpluses in financial instruments within the guidelines issued by worldwide treasury
leadership.
• Investments of retrial benefit (Provident Fund and Gratuity) funds in financial instruments to earn
high yields and generate surplus.
(D) Taxation
• Ensuring statutory compliances w.r.t to indirect taxes, direct taxes and Transfer Pricing.
• Working closely with consultants (PWC) and legal counsels on tax matters (excise duties, custom
duties, income tax and transfer pricing) under litigation and jointly preparing responses to show cause
and demand notices.
• Engaging with consultants (PWC) to ensure correct classification of product and payment of
excise and custom duties at appropriate rates.
Talent Management
• Responsible for a team of 30 finance professionals both in head office, manufacturing location and
4 Regional Sales Offices.
• Building capability in the finance function by on the job coaching, periodic job rotation within the
group, and investing in training of high potential associates.
• Creation of a bench strength to ensure smooth succession planning.
JOB PROFILES AT COCA-COLA
General Manager Finance
Franchise Operations
Coca-Cola India (Corporate Office)
2005 & 2006
Franchise operations comprised of 14 of the 25 markets of India having 21 manufacturing locations and
150 SKUs. It contributed to approximately 40% of the revenues of Coca-Cola India
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Page 5/8
Role
Strategic Level
• Responsible for developing the strategy for franchise operations as a key member of the
‘management team’ of the franchise operations vertical. This included
 partnering business in growing business in 14 markets across India, with appropriate portfolio
and SKUs of product;
 Pricing strategy basis price demand sensitivity analysis.
 Appropriate investments in market development and celebrity endorsements to create a
“consumer pull” / demand creation AND outdoor marketing.
 Partnering business in development of appropriate “Go To Market” strategies and select
appropriate channels.
 Working collaboratively with Manufacturing, Supply Chain, Marketing, Packaging, and
Sales departments to constantly innovate on operating models to optimize cost.
• Preparing the Annual Business Plan for franchise operations that dovetailed into the overall
business strategy. This included working with business to prepare the annual planned financials
incorporating the planned sale & costs of 150 SKUs, resources required, marketing investment and
overheads.
Operational Level
• Driving Business profitability through active financial management of the business, which included
analysis and benchmarking financials & operation strategies across SBUs and with competition.
• Reporting and presenting of financials as per US GAAP to group office in Hong Kong and
headquarters in Atlanta on a monthly, quarterly, half yearly, and annual basis..
• Reviewing and presenting rolling forecasts to business and group offices with identified risks and
opportunities to forecasts.
• Managing financial risks through development and implementation of control and monitoring
systems. This included compliance and testing of SOX processes.
• Interacting with both internal corporate and external statutory auditors to ensure satisfactory
completion of audits.
• Building capability in the finance organization of the company by developing strategies for
continuous education, skill enhancement & development, and succession planning.
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• Developing and maintaining strong relationships with stakeholders, namely, customers, suppliers
of the business
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Corporate Financial Controller
2002-2004
Controllership Role
• Managing the budgeting process for Coca-Cola India. This included coordinating with business and
shared services to receive their individual budgets, consolidate the same and subsequently presenting
the consolidated financials with analysis to executive management.
Consolidation and reporting of financial results of separate business operations and geographical
locations (India and area countries).& reporting results (with management narratives) to group office in
Hong Kong and headquarters in Atlanta.
• Finalizing & closing books of accounts as per US GAAP on a monthly and annual basis and as per
Indian GAAP on annual basis.
• Reviewing rolling estimates (revised budgets) of operations & their management narratives and
subsequently explaining variances to group office and headquarters.
• Budgetary control of Coca-Cola India head office expenses and direct marketing expenses of Coca-
Cola India. This included tracking and monitoring spends against budgets.
• Contract management: This included management of several celebrity, advertising & media
company contracts.
• Compliance with statutes; rules; regulations w.r.t.; Service Tax; and Income Tax. This included
timely submission of returns, payment of taxes and ensuring satisfactory assessment of returns.
• Coordinating both internal & statutory audit with the corporate auditing department (CAD) and
external auditors respectively.
• Compliance with company standard practices & procedures;; chart of authority and adherence to
the ‘Code of Business Conduct’ of the company.
Business (Non Carbonated Beverages) Role
As additional responsibility established and managed the finance function for the ‘Non Carbonated
Beverage Business’ (15 SKUs) for Coca-Cola India. The business had 8 manufacturing locations and
25 distribution centres across India.
Strategic Level
• Responsible for developing the strategy for non carbonated beverages operations as a key member
of the ‘management team’ of the business. This included building business models which were
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economically viable and sustainable; determining product mix, developing ‘go to market’, pricing,
and marketing strategies for various markets across India
• Preparing the Annual Business Plan for franchise operations that dovetailed into the overall
business strategy. This included working with business to prepare the annual planned financials
incorporating the planned sale & costs of 15 SKUs, resources required, marketing investment and
overheads.
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Operational Level
• Driving Business profitability through active financial management of the business, which included
analysis and benchmarking financials & operation strategies across various markets and with
competition.
• Reporting and presenting of financials as per US GAAP to group office in Hong Kong and
headquarters in Atlanta on a monthly, quarterly, half yearly, and annual basis..
• Managing financial risks through development and implementation of control and monitoring
systems for inventory and credit management, discounting schemes, and costs.
• Contract management: This included management of several celebrity, advertising & media
company contracts.
• Compliance with statutes; rules; regulations w.r.t.; excise duty; sales tax, service tax and Income
Tax. This included timely submission of returns, payment of taxes and ensuring satisfactory
assessment of returns.
• Interacting with both internal corporate and external statutory auditors to ensure satisfactory
completion of audits.
• Building capability in the Finance organization of the company by developing strategies for
continuous education, skill enhancement & development, and succession planning.
• Developing and maintaining strong relationships with stakeholders, namely, customers,
distribution partners, clearing & forwarding agents, co-packers and suppliers of the business
Head of Audit
2000
Role
• Risk profiling of business verticals, units and shared services functions and subsequently
developing annual audit plan for the company. This included identifying & classifying risks into
strategic, operational, and process categories to ensure a risk based methodology is followed in the
auditing function.
• Designing detailed audit programs based on the risk profile of various business units and shared
services functions.
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• Executing the annual audit plan to ensure that all non-compliance with standard practices &
policies; standard accounting codes; chart of authority; & credit policies are highlighted to operating
& executive management.
• Reporting key audit findings with management action plan to the audit committee on a quarterly basis.
• As custodian of the ‘Company’s Code of Business Conduct’ for the company, responsible for
creating awareness and investigating violations.
• Building capability in the Audit organization of the company by developing strategies for continuous
education, skill enhancement & development, and succession planning.
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Manager
Internal Audit
Coca-Cola India
1999-2000
Role
• Leading Teams of auditors to audit the plants and shared services functions of Coca-Cola India.
• Preparing audit reports documenting risks and recommendations for corrective actions.
• Presenting audit results to business managers and function heads.
• Investigating code violations and recommending action.
• Presenting the ‘Code of Business Conduct” to groups of associates on a continuous basis to create
awareness and a better understanding of the code by all associates.
_____________________________________________________________________________________
WORKING EXPERIENCE
A. Director Finance & CFO 2008 to date
Becton Dickinson
South Asia
Note: Bangladesh Legal entity established in 2015
B. General Manager –Finance 1st
Feb 2007 to 30th
June 2008
IBM India
C. General Manager Finance (Franchise Operations) 2005 to January 31st
2007
Corporate Financial Controller 2002 to 2004
Head of Audit 2001
Manager Internal Audit 1st July 2009 to2000
Coca - Cola India
D. Senior Manager 1st
Jan 1999 to 30th
June 1999
KPMG
E. Qatar Navigation
(The national shipping company of Qatar
rendering cargo, shipping agencies, offshore, and
sub sea maintenance services)
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Senior Auditor 1996 to 1998
Internal Auditor 1993 to 1995
F. DMG (A Chartered Accountancy Firm)
Partner 1990 to 1992
G. Citibank (A worldwide Banking Corporation)
Industrial Trainee (Consumer Services Group) 1988 to 1999
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Ravi Dawar Resume 251115

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