Barinder Singh Basan has over 20 years of experience as a CFO and CEO pursuing growth opportunities. He was hand picked by Sterling Auxiliaries management based on his proven leadership at Texport Syndicate India Limited. At Sterling Auxiliaries, his challenges included setting up processes to handle projected 35% annual growth between 2013-2017, funding expansion, and professionalizing management processes. He developed KPIs and performance metrics aligned with the organization's vision, operating and financial budgets, and MIS for operational excellence. He organized funding of Rs. 50 crores for working capital and Rs. 15 crores for capital expenses. The organization is now poised to take on challenges from aggressive growth, including spearheading discussions for a joint venture

1. Barinder Singh Basan
Operations Centered CFO
Two decades top-level strategic experience
pursuing new growth opportunities as
CFO or CEO

2. BSB – At Sterling Auxiliaries
Hand picked by management based upon proven leadership
capabilities in earlier assignment at Texport Syndicate India
Limited as Vice President Operations.
Challenge :
An organization which has grown over last 12 years in a very
orthodox way. Organization was person centric rather than
process centric.
Business posed for massive growth. Between 2013 to 2017,YOY
growth is envisaged at 35%
Setting up business processes to handle this quantum of
growth.
Funding for expansion
Professionalizing management processes

3. How I did it: Journey So far !
Set up organization vision and integrated all processes towards the vision.
Developed KPIs and performance metrics. Integrated operational and financial
KPIs to align with organization’s objectives.
Developed operating and financial budgets. Developed MIS aimed at
operational excellence rather than financial metrics. Developed operational and
financial benchmarks. Rationalized overheads and manpower cost resulting in
savings of Rs.35 lacs per month.
Organized funding of Rs.50 crores to meet growing working capital requirements.
Organized FCTL of Rs.15 crores to fund capital expense.
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Organization is poised to take up challenges stemming out of aggressive growth.
Currently spearheading discussions for a JV with a global giant for a distict line of
4 business.

4. WHAT I BRING TO THE TABLE
Growth & Development
Operational excellence through
business process reengineering
Vision & Leadership:
Vision and strategy mapping.
Developing KPIs in sync with
organization’s vision. Bringing a
sync into organization by
collaborative leadership
The=gy
Strategic Alliances &
Partnerships
Integrity and
transparency, excellent
relation with bankers,
negotiating JV’s
Financial
Management
PROFITABILITY
Provide timely and accurate financial
statements, ongoing cash flow
projections, oversight over
accounting and finance operations, ,
management information systems,
asset utilization process, Cost
rationalization and resource
optimization