CFO_SB_Career History_Multi Sector Experience

MR. SANJAY B JAIN, CA, LLB, B.COM
Cell: +91 98673 74066 | Email: jain.sanjay1972@gmail.com | Mumbai, India
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A dynamic leader known for authentic leadership and steadfast commitment to ethics and integrity. Proven adept
at building cohesive teams, solving complex problems, and driving results with unwavering focus and passion for
excellence.
CAREER HISTORY
Surya Hospitals Group: Mumbai
40 Years Old, PE Funded Professionally Managed Hospital Business Group
Surya Hospitals Group, a distinguished healthcare provider based in Mumbai, India, has been a trailblazer in
delivering contemporary healthcare services, with a specialized focus on Women & Children since its inception in
1985. The group operates four hospitals and one IVF clinic strategically located in Mumbai, Pune, and Jaipur.
Group CFO | 07/2020 - 06/2021
Reporting directly to the Group CEO and the board, I led a dynamic team of 35 associates, including eight direct
reports across finance, audit, procurement, legal, compliance and IT.
Key Roles & Responsibilities:
Strategic Financial Leadership Financial Planning & Strategy Controllership & Business Partnering
Budgeting & Forecasting Pricing - Strategy & Determination Revenue Cycle Management
Procurement & Supply Chain Contract & Commercial Negotiation Technology & Process Improvement
Financial Reporting and Compliance MIS Reporting & Financial Analysis Treasury & Cash Flow Management
Merger & Acquisition Tax Planning & Compliance Governance & Risk Management
Capital & Investment Management Capex & Opex Management Cost Reduction & Efficiency
Internal Audit & Assurance Statutory & Legal Compliance’s IT & HIMS Management
PE Investors Relation Stakeholder Communication Leadership & Team Management
Key Initiatives/Projects Executed:
M&A & O&M Deal Evaluation Pricing – Strategy & Model Development Revenue Cycle Optimization
Business Turned Around Revenue Diversification Initiatives Doctor's Payout Automation
Pathology Lab Outsourcing Healthcare Analytics Implementation Telehealth Financial Model
Process Optimization - P2P & R2R Procurement & Supply Chain Optimization Cost Reduction & Optimization
Risk Management Framework IFC/ICFR - Design & Implementation HIMS & Financial System Integration
Noteworthy Achievements:
− Successfully navigated the organization through the challenges of the COVID-19 crisis.
− Restored monthly pre-COVID revenue within a 6-month timeframe and achieved a 4% rise in EBITDA margin.
− Successfully turned around Jaipur Hospital, achieving positive EBITDA within a six-month timeframe.
− Achieved a 21% improvement in operational efficiency, and a 10% increase in occupancy.
− Restructured finance, procurement, billing and credit control, inventory, legal, and compliance functions.
− Implemented a robust planning process encompassing budget, forecast, and mid-range planning initiatives.
− Prepared annual budgets, rolling forecasts, and performed variance analysis and corrective action planning.
− Reduced budget cycle time by 50%. Improved forecasting accuracy by 30%. Achieved a variance of > 5%.
− Developed and implemented value-based pricing strategies, resulting in a revenue boost of US$1.2 million.
− Secured new TPA & corporate empanelment, anticipating an annual revenue increase of US$2.7 million.
− Achieved substantial SG&A cost savings of US$2 million through operational excellence.
− Successfully mitigated revenue leakages by US$0.25 million (revenue assurance).

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− Maintained accurate cash flow forecasts, ensuring sufficient liquidity for ongoing operations.
− Enhanced working capital efficiency, reducing DSO by 20 days and inventory holding by 15 days.
− Ensured 100% cash conversion of EBITDA with effective controls over TPA/Corporate receivables.
− Managed financial operations with negative working capital, resulting in interest cost savings of US$26K.
− Enhanced capital planning and investment decision-making processes. Optimized the capital structure.
− Led capacity expansion projects, launching three new medical programs and services across all hospitals.
− Assessed O&M opportunities in Mumbai & Nasik, including financial and commercial due diligence.
− Negotiated 20+ hospital supply and services contracts, optimizing terms and fostering cost-effectiveness.
− Finalized and negotiated a new HIMS system for Mumbai and developed an implementation plan.
− Successfully negotiated pathology lab outsourcing, yielding an estimated US$0.3 million profit boost.
− Successfully negotiated physician service contracts, resulting in cost savings of US$0.2 million.
− Negotiated and streamlined hospital procurement policies, resulting in cost savings of US$0.6 million.
− Effectively communicated financial performance to key stakeholders, including investors and the board.
− Accelerated reporting timelines and delivered consolidated MIS reports within a remarkable 3 working days.
− Created specialty and doctor-wise contribution reports to optimize pricing and doctor’s fees.
− Implemented rigorous monthly P&L analysis procedures, resulting in a 12% reduction in budget variances.
− Finalized consolidated accounts (4 wholly-owned subsidiaries) within the board-defined timeline.
− Implemented Internal Control over Financial Reporting (ICFR) and DOA for effective financial control.
− Provided expert technical accounting analysis on revenue recognition, leases, assets, and goodwill impairment.
− Documented finance and accounting procedures, standardized workflows, and processes.
− Led the implementation of healthcare analytics, telehealth models, and automation initiatives.
− Established efficient Centers of Excellence (COEs) in FP&A, SCM, and RCM.
− Established reliable cost accounting systems, including cost analysis, and costing benchmarks.
− Formulated a comprehensive 3-year strategic business plan, aligning seamlessly with organizational goals.
− Executed strategies to boost occupancy, ARPOB, operating margins, while reducing ALOS, and operating costs.
− Introduced scenario-based methodologies for enhanced business visibility and improved profitability.
− Developed financial & pricing models for new healthcare services, and health package plans.
− Developed risk-based internal audit plans and achieved an exceptional 85% GRC score in the first-year audit.
− Established and enforced financial policies, procedures, and ensured compliance with hospital regulations.
− Implemented risk management policies and procedures to safeguard the organization's financial interests.
− Ensured compliance with direct and indirect tax regulations. Completed tax assessment for AY 2018-19.
− Instituted comprehensive succession planning measures for key roles in finance, fostering a culture of growth.
− Arranged skills development training programs for teams across finance, procurement, billing, and IT teams.
− Team Management: Achieved a 30% improvement in team engagement and performance within 6 months.
DPR Capital Advisors Pvt Ltd: Mumbai
A distinguished boutique corporate finance, and management consulting firm based in
Mumbai, India, specializes in expert services encompassing project finance, M&A, due
diligence, business valuation, SME IPOs, credit rating, virtual CFO, and tax advisory.
Co-Founder | 07/2017 - 06/2020
Spearheaded a robust suite of consulting practices, guiding clients through debt and equity fundraising, refinancing,
restructuring, M&A, due diligence, valuation, SME IPOs, credit rating enhancements, and tax advisory services.

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Served clients across diverse business sectors, including medical rehabilitation products, robotic and industrial
automation, industrial valves, IT/SaaS, aluminum, copper/alloy products, marble exports, and handicraft exports.
Fund Raising - Long & Short Term M&A & Due Diligence Debt Restructuring & Settlement
Business Restructuring/Turnaround Tax Planning & Structuring SME IPO - Planning & Strategy
Long Range Business Plan Cost Reduction & Optimization Cost & Pricing Strategy
Enterprise Risk Management IFC - Design & Development Budget & Forecasting Models
− Orchestrated debt funding, refinancing, and restructuring projects exceeding US$ 419 million.
− Supported two SME IPOs and executed three capital and balance sheet restructuring projects.
− Assisted companies and investment bankers with expert merger and acquisition transaction support.
− Crafted precise valuation models and conducting thorough financial and tax due diligence.
− Executed over 50 assignments related to tax planning, tax litigation, and intricate cross-border tax matters.
− Provided critical part-time CFO support to over 15 SMEs and startups, delivering invaluable financial guidance.
− Assisted clients in drafting and negotiating over 200+ commercial contracts and agreements.
− Led over 10 impactful cost reduction and optimization projects, yielding substantial cost savings.
− Developed comprehensive long-range strategic plans and project reports for over 15 clients.
Indigo Metals Group: Mumbai
45 Years Old Family Managed Business Group in Non-Ferrous Metals
A premier manufacturer and exporter of copper and copper alloys products, with an extensive product range
including pipes, tubes, coils, sheets, plates, rods, and fittings.
Group CFO | 01/2013 - 06/2017
Directly reported to the Group CEO and the board, and provided visionary leadership to a dynamic team of 30
associates, including six direct reports across finance, audit, procurement, legal, compliance and IT.
Budgeting & Forecasting Pricing - Strategy & Determination Treasury & Cash Flow Management
Financial Reporting and Compliance MIS & Financial Analysis Cost Accounting & Reporting
Fundraising & Debt Restructuring Capital & Investment Management Contract & Commercial Negotiation
Tax Planning & Compliance Statutory & Legal Compliance’s Governance & Risk Management
Cost & Process Improvement Stakeholder Communication Leadership & Team Management
Fund Raising & Debt Restructuring Capital & Balance Sheet Restructuring Business Turned Around
Capacity Utilization Improvement Job Work & Contract Manufacturing Market & Capacity Expansion
Strategic Partnerships and Alliances Pricing Strategy & Model Development Supply Chain Diversification
5 Years Long Range Business Plan FX Risk Management Policy Framework Trade Finance Optimization
− Provided strategic decision support on financial policies, systems, pricings, and strategic procurements.
− Achieved an impressive 18% revenue growth (CAGR) and improved EBITDA by 5% (FY17: 14% vs. FY12: 9%).

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− Orchestrated a business turnaround, elevating capacity utilization from 40% to 60% within 9 months.
− Successfully negotiated debt restructuring of US$9 million. Secured additional funding of US$2.3 million.
− Successfully executed comprehensive AOPs, resulting in a 15% increase in overall operating efficiency.
− Implemented dynamic and value-based pricing strategies, increasing sales realization by US$1.7 million.
− Effectively implemented a pricing strategy, resulting in a remarkable 50% surge in exports within two years.
− Established a contract/job work manufacturing line, generating an annual revenue stream of US$7.5 million.
− Achieved significant cost savings of US$1.2 million through astute cost management.
− Negotiated dealer volume discount terms, contributing to a profitability increase by US$0.7 million.
− Effectively reduced production costs (melting, extrusion, rolling operations) by an impressive US$0.6 million.
− Assessed investment opportunities and managed capex of US$4 million for capacity expansion.
− Developed financial and pricing models for the introduction of new value-added products.
− Executed strategies to boost capacity utilization, control burning losses, and reduce fabrication costs.
− Crafted a comprehensive 5-year strategic business plan, aligning seamlessly with organizational goals.
− Managed and optimized the capital structure, assessing funding requirements for operational needs.
− Played a pivotal role in market and sales and distribution channels expansion to maximize revenue streams.
− Managed relationships with key suppliers to secure favorable terms and ensure a reliable supply chain.
− Optimized treasury functions, including cash management, investments, and financing activities.
− Monitored foreign exchange exposure and implemented strategies to mitigate currency risks.
− Ensured 100% cash conversion of EBITDA with effective controls over receivables.
− Developed robust MIS systems and accelerated reporting timelines to 3 days (from 7 days).
− Developed systems to capture KPIs, such as COGS, operating margins, and production efficiency ratio.
− Established reliable cost accounting systems, including activity-based costing, and costing benchmarks.
− Finalized accounts within 60 days (5 legal entities) and ensured timely completion of audits.
− Implemented Internal Control over Financial Reporting and Delegation of Authority (DOA).
− Represented the company with tax authorities and successfully handled VAT and income tax litigation.
− Led the implementation of business analytics and established an efficient COEs in FP&A & SCM.
− Played a pivotal role in finalizing the JV agreement with MTC Group (deal structuring and negotiation).
− Developed risk-based internal audit plans and programs and monitored audit issues and findings.
− Established and enforced financial policies and procedures, ensuring compliance with applicable laws.
− Arranged skills development training programs for teams across finance, procurement, legal and IT teams.
Fortis Healthcare Ltd: Bengaluru
24 years old, Listed and Professionally Managed Hospital Business Group
India’s leading integrated healthcare service provider operating across the Asia Pacific region. I was responsible for
14 multi-specialty hospitals located in Mumbai, Bengaluru, Chennai, and Kolkata.

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CFO - West, South & East Region | 12/2009 - 01/2013
Directly reported to the CEO and working closely with the board, I collaborated with cross-functional teams,
overseeing a dynamic team of 150 associates including 12 direct reports across finance, legal, compliance and IT.
Budgeting & Forecasting Pricing - Strategy & Determination Contract & Commercial Negotiation
Mergers, Acquisitions, JV & O&M Fund Raising & Investor Relations Capital & Investment Management
Financial Reporting and Compliance MIS & Financial Analysis Treasury & Cash Flow Management
Revenue Cycle Management Cost & Process Improvement Capex & Opex Management
Tax Planning & Compliance IT & HIMS Management Internal Audit & Assurance
Compliance & Risk Management Stakeholder Communication Leadership & Team Management
Fund Raising - Long & Short Term Merger, Acquisition, JV & O&M DD & M&A Integration
Pricing-Strategy & Determination Revenue Diversification Programs Revenue Cycle Optimization
5 Years Long Range Business Plan Medical Equipment Procurement Pathology Lab Outsourcing
Healthcare Analytics Implementation Business Turned Around: 4 hospitals Doctor's Payout Automation
GIPSA & TPA Discount Negotiation REIT Listing (Singapore - SGX) Finance Shared Services
HIMS & Oracle Integration Process Optimization - P2P & R2R COE: FP&A, SCM & RCM
− Spearheaded the Wockhardt Hospital M&A (10 green field hospitals), valued at US$ 214 million.
− Orchestrated the seamless integration of ten hospitals in a remarkable 3 months, ensuring a smooth transition.
− Set up the corporate finance function from scratch post the Wockhardt Hospital M&A, including team hiring.
− Provided decisive support on financial policies, systems, pricing, contracts, and strategic engagements.
− Actively contributed to strategic decision-making in board meetings, ensuring impactful participation.
− Successfully raised US$500 million debt funding (business acquisitions, new projects & capacity expansion).
− Optimized the capital structure and enhanced capital planning and investment decision-making processes.
− Achieved a remarkable 30% CAGR revenue growth and improved EBITDA margin to 15% (FY10 - 10%).
− Executed strategies to boost occupancy, ARPOB, operating margins, while reducing ALOS and operating costs.
− Achieved a 35% improvement in operational efficiency, and an 18% increase in occupancy (14 hospitals).
− Developed tax planning strategies to claim depreciation on acquired goodwill worth US$ 96 million.
− Oversaw capex of US$ 53 million, including the establishment of a 387-beds greenfield hospital in Kolkata.
− Successfully executed a detailed restructuring plan, turning around four small 50-70 bed hospitals.
− Played a vital role in the formation of a JV with Cauvery Hospital, Mysore (100-bed cardiac care hospital).
− Contributed significantly to the demerger of land and buildings for the listing of REIT on the SGX.
− Implemented value-based pricing strategies, resulting in an increase in revenue realization of US$ 7.5 million.
− Secured new TPA & corporate empanelment, anticipating an annual revenue increase of US$ 19 million.
− Successfully mitigated revenue leakages by US$ 2.4 million.
− Successfully negotiated pathology lab outsourcing, yielding an estimated US$ 1.8 million profit boost.
− Negotiated TPA contracts with a 2% reduction in discounts, enhancing profitability by US$ 1.1 million.
− Successfully negotiated physician retainership/service contracts, resulting in cost savings of US$ 2 million.
− Achieved substantial SG&A cost savings of US$ 5.1 million through operational excellence.
− Formulated a comprehensive 3-year strategic business plan, aligning seamlessly with organizational goals.

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− Analyzed data, market trends, and industry benchmarks to provide financial insights and recommendations.
− Developed financial and pricing models for new services and health package plans.
− Developed robust MIS and KPI tracking systems for all hospitals (Wockhardt and Fortis network hospitals).
− Created specialty and doctor-wise contribution reports to optimize pricing and doctor’s fees.
− Achieved month-end closing in one working day and reduced MIS reporting time to 3 days (from 7 days).
− Established reliable cost accounting systems, generating key performance indicators and cost benchmarks.
− Provided expert technical accounting analysis on revenue recognition, leases, assets, and goodwill impairment.
− Finalized consolidated accounts (10 WOS), and completed audits by 15th April. Implemented ICFR and DOA.
− Established and enforced financial policies and procedures, and ensured 100% compliance with regulations.
− Implemented financial systems and technologies to streamline processes, revamping P2P & R2R processes.
− Maintained accurate cash flow forecasts, ensuring sufficient liquidity for ongoing operations.
− Managed financial operations with negative working capital, resulted in interest cost savings of US$1.1 million.
− Ensured 100% cash conversion of EBITDA with effective controls over receivables and payables.
− Developed risk-based internal audit plans and achieved an exceptional 90% GRC score.
− Ensured compliance with direct and indirect tax regulations. Completed tax assessment for AY 2010-11.
− Formulated legal policies and process frameworks to mitigate medico-legal risks and litigation.
− Led the implementation of healthcare analytics, and automation initiatives.
− Finalized and negotiated a new HIMS system for three hospitals and ensured effective implementation.
− Assessed five high-potential O&M opportunities for asset-light inorganic growth.
− Launched five new medical programs and services across Mumbai & Bengaluru hospitals.
− Restructured finance, billing and credit control, inventory and fixed assets, and legal and compliance functions.
− Built and maintained strong relationships with customers, vendors, suppliers, and financial institutions.
− Instituted comprehensive succession planning measures and fostered a culture of growth and talent retention.
− Led the finance team and achieved a 40% improvement in team engagement and performance.
− Arranged skills development training programs for teams across finance, procurement, billing, and IT teams.
Al Fara’a Construction & Engineering Group: UAE
45 Years Old Family Managed Diversified Business Group
A prominent UAE-based integrated multi-disciplinary Construction, and Industrial Group, having business interest
in EPC, Ready Mix Concrete, Properties Development, Precast, Steel, Aluminum and Glazing Structures,
Electromechanical services, and Interiors.
Vice President – Group Finance | 09/2008 - 08/2009
Hired to lead group strategy & business planning function, transform commercial operation-tendering, bidding,
BOQ, procurement & project cost management and strengthen strategic decision-making. Directly reported to the
CMD, collaborated with SBU business leaders, and led a team of 25 associates, including eight direct reports.

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Strategic Financial Leadership Financial Planning & Strategy Budgeting & Forecasting
Project Bidding & Tendering Pricing - Strategy & Determination MIS & Financial Analysis
Project Cost & BOQ Control Projects Cash Flow Management Receivable & Credit Control
Contract & Commercial Negotiation Cost Reduction & Efficiency Capex Management
IT & ERP Implementation Stakeholder Communication Leadership & Team Management
− Developed a robust 3-year business plan, redirecting the focus towards projects with rapid cash conversion.
− Improved decision-making processes in project bidding, tendering, pricing, capital, and investment plans.
− Achieved substantial savings of AED 10 million in SG&A costs and optimized operational efficiency.
− Implemented advanced MIS reporting systems, including balanced scorecards across business functions.
− Instrumental in finalizing labour subcontracts for 10+ large EPC and real estate projects.
− Achieved a profit increase of AED 15 million through the implementation of highly effective pricing strategies.
− Restructured project bidding, cost control, billing, credit control, receivables, and cash flow management.
− Successfully implemented MS NAV (Dynamics 365) ERP system for the Ready-Mix Concrete (RMC) division.
− Implemented a comprehensive governance and compliance framework for project commercial operations.
− Team Management: Achieved a 10% improvement in team engagement and performance within 6 months.
Vodafone India Ltd (FKA-Hutch Essar): Mumbai
Vodafone India Ltd, formerly known as Hutch Essar, stands as a leading telecom service
provider with a nationwide presence across 23 circles, affiliated with Vodafone PLC, UK.
Head (DGM) - Corporate Finance & Accounts | 07/2006 - 07/2008
Span of control include, India operating companies (telecom circles) and investment companies, related to India
assets. Led group controllership, accounting, financial reporting (IGAAP, IFRS & US GAAP), financial controls,
accounting policies and processes, audit planning and closing, MIS and capex controls and capitalization.
Reported to the EVP - Corporate Finance, and directed a team of 10, including three direct reports. Collaborated
with India CFO on special corporate projects and new initiatives.
Strategic Financial Leadership Controllership & Business Partnering Financial Reporting & Compliance
MIS & Ad hoc Reporting KPI Tracking & Financial Analysis Capex Controls & Oversight
M&A & Business Integration PPA, Valuation & FV Allocation Limited Review & Annual Audit
Statutory Compliance’s IGAAP, IFRS & US GAAP Stakeholder Communication
Key Projects Executed:
Hutch - Vodafone M&A ($20 billion) PPA & M&A Integration HKFRS to IFRS Transition
Hutch Essar IPO Readiness Project De-Merger - Towers/Cell Sites US GAAP Accounts Finalization
200+ VAS Contracts Review Hyperion Essbase Implementation MIS Enhancement & Optimization
− Collaborated with 23 circles finance team, providing guidance, and fostering a collaborative work environment.
− Effectively communicated financial performance to key stakeholders (India & Parent Management Team).

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− Provided strategic decision support on financial policies, systems, product pricings, VAS contracts, and CAC.
− Played a pivotal role in the Hutch-Vodafone M&A and successfully managed purchase price allocation.
− Completed Hutch-Vodafone M&A integration within 2 months, ensuring seamless operations.
− Played a key role in the successful implementation of Hyperion Essbase, enhancing data analysis capabilities.
− Contributed to the financial system transformation project EVO (migration from Oracle to SAP platform).
− Expertly managed a monthly capex of US$ 75 million, overseeing the cell tower capitalization process.
− Played a key role in the de-merger of 30,000 telecom towers (Indus Tower – JV of Airtel, Vodafone & Idea).
− Accelerated reporting timelines and delivered consolidated MIS reports within a remarkable 3 working days.
− Streamlined accounting policies for revenue recognition, CAC amortizations, and cell site capitalization.
− Provided expert IFRS technical analysis on revenue recognition, ARO, leases, goodwill, and impairment.
− Finalized the consolidated US GAAP accounts for 48 legal entities (for planned IPO listing of Hutch Essar).
− Oversaw the consolidation and financial reporting of 48 legal entities (IGAAP and IFRS Standards).
− Completed limited reviews in 7 days and annual consolidated audits by April 30th (PwC & Deloitte).
− Documented finance and accounting procedures, standardized workflows, processes, and SOPs.
Tata Communication Ltd (FKA VSNL): Mumbai
A global communication services provider and part of US$ 150+ billion Tata Group.
Listed on the BSE, NSE & NYSE.
Sr Manager - Corporate Finance & Accounts | 05/2005 - 07/2006
Reported to the VP - Corporate Finance, and directed a team of 5. Collaborated with CFO on special corporate
projects and strategic initiatives.
Financial Reporting & Compliance Limited Review & Annual Audit M&A & Business Integration
SOX & SEC Compliance SEC Filings- 20F & 6K PPA, Valuation & FV Allocation
Investor Presentation Fixed Asset Controls Statutory Compliance’s
US GAAP Accounts (50+ WOS) SOX/404 Implementation SEC Reporting - 20F & 6K
Month-end Closing Processes M&A Integration (5+ Deals) Technical Accounting Analysis
Capex Control & Capitalisation SAP Consolidation Module PPA & FV Allocation
Valuation-Under Sea Cable Network Fixed Asset Verification Inter Company Reconciliation
− Spearheaded controllership and month-end closing processes, overseeing accounting and financial reporting to
ensure compliance with IGAAP & US GAAP Standards.
− Led multiple M&A transactions, including the acquisition and seamless integration of Tyco, Teleglobe, and one
domestic company, ensuring smooth transitions and optimal synergies.
− Managed Purchase Price Allocation (PPA) and fair value accounting, overseeing the valuation and recognition
of intangibles assets, including undersea cable networks.
− Successfully finalized consolidated accounts for over 50 wholly-owned subsidiaries, ensuring meticulous
compliance with IGAAP and US GAAP.

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− Prepared and filed 20F and 6K reports with the US SEC, skillfully addressing queries for fiscal years 2003-04,
ensuring regulatory compliance and transparency.
− Played a pivotal role in planning and implementing the Sarbanes-Oxley (SOX) project, initiating, and directing
activities for internal control certification.
− Provided expert technical accounting analysis on revenue recognition, business combinations, ARO, retirement
benefits, goodwill, and assets impairment, ensuring adherence to accounting standards.
MPG India/Euro RSCG: Mumbai
MPG India, part of Havas Creative Network, one of the world's largest
communications groups.
AVP - Finance & Accounts | 01/2005 - 05/2005
Reported directly to the Group CFO, fostered seamless collaboration with the MPG India CEO and directed a team
of 15 members (four direct reports).
Accounting & Financial Operation, Financial Reporting & Compliance (IGAAP & IFRS), Annual Audit, Financial
Planning & Analysis, Budgeting & Forecasting, Treasury, Taxation, MIS & Financial Analysis, SOX Implementation,
Billing and Credit Control, Fixed Asset Controls, Statutory Compliance’s, and IT.
− Streamlined month-end closing processes and oversaw financial reporting, aligning with both IGAAP and IFRS
standards. Provided expert technical analysis on revenue recognition.
− Implemented robust systems, processes, and policies, including finalization of SOX processes for the India
business. Improved collections through continuous follow-up and client relations.
− Reported consolidated MIS within 3 working days, including HQ reporting. Finalized quarterly and annual
consolidated accounts and completed annual audits within 30 days of year-end.
ACG Worldwide (FKA Associated Capsules): Mumbai
World largest manufacturer/exporter of empty gelatine capsules, films & foils, engineering
& inspection systems to pharma industry with 15 global manufacturing facilities.
Manager – Corporate Finance & Accounts | 09/2002 - 11/2004
Reported to the CFO with dotted line responsibilities with SBUs Head of Finance and directed a team of 3.
Corporate Finance, including M&A, Corporate Restructuring, Budget & MIS Consolidation, Financial Analysis, FX Risk
Management, Internal Audit, General Insurance, Foreign Subsidiary F&A Operation Support, Cost Accounting
Implementation, Technical Accounting Support, and Statutory Compliance.
Corporate Restructuring M&A Due Diligence Investment Management Policies
Risk Management Framework Budget & Forecasting Models Internal Audit Plans & Programs
FX Risk Management Sales Tax to VAT Deferred Tax-AS 22
Transfer Pricing Financial Policies Enhancement Cost Accounting System

10 | P a g e
− Led strategic initiatives in Corporate Finance, including M&A, Due Diligence, Corporate Restructuring, FX Risk
Management, and Investment Proposal Evaluation.
− Played a vital role in supporting the CFO and senior management by actively contributing to business planning,
budgeting, forecasting, business analysis, and board reporting.
− Orchestrated the corporate restructuring, Merger & Demerger, of over 20 group entities. Conducted thorough
due diligence for potential acquisitions in the gelatin capsule manufacturing segment.
− Developed risk-based internal audit plans and monitored the implementation of the accepted audit
recommendations across the group entities.
− Optimized the group insurance portfolio, successfully negotiating risk premiums, resulting in improved risk
coverage across assets and liability, with approximately 20% savings in premium costs.
− Formulated and implemented risk management processes and a compliance framework to integrate risk
assessment into all business decisions. Monitored adherence to Corporate Governance policies.
− Designed and implemented a consolidated MIS reporting pack for all three business verticals (Capsules,
Machineries, and Pharma Packaging) within the Group.
− Led financial transition projects: Sales Tax to VAT. Implemented Deferred Tax-AS 22, and Transfer Pricing.
Managed deferred sales tax prepayment projects for Associated & Universal Capsules.
− Developed group investment and forex risk management policies, overseeing their implementation across all
Strategic Business Units (SBUs).
− Assumed additional responsibility as Interim HOF for Custom Capsules, Tarapur for 6 months, along with
corporate finance responsibilities.
Mahadev Paper Corporation, Mumbai
Largest distributor of paper and paperboard products of ITC Bhadrachalam and Century
Paper Mills with customers across printing, packaging, education, and lamination sectors.
Also managed financial operation of group company, Deccan Flora Base Ltd, a leading
floriculture export house in India.
Manager - Finance & Accounts | 01/1995 – 09/ 2002
Reported to the Group CFO and directed a team of 15, including five direct reports, I was responsible for
Accounting & Financial Operation, Financial Reporting & Compliance, Annual Audit, Financial Planning & Analysis,
Budgeting & Forecasting, Treasury, Taxation MIS & Financial Analysis, Billing and Credit Control, Fixed Asset
Controls, Statutory Compliance’s, and IT.
− Provided strategic direction and oversight for accounting & financial operations, ensuring alignment with
organizational goals and regulatory requirements.
− Actively assisted CFO in strategic financial planning, analysis, budgeting, and forecasting, enabling informed
decision-making and resource allocation to drive business growth.
− Orchestrated accurate and timely financial reporting & compliance, enhancing transparency and accountability
across the organization. Led annual audit processes, facilitating smooth audit engagements.

11 | P a g e
− Successfully achieved monthly closing within 3 working days, monthly MIS reporting within 5 working days,
and completed the annual statutory audit within 60 days from the financial year-end.
− Conducted comprehensive MIS & financial analysis. Introduced product-wise operating gross margin analysis,
resulting in a 16% reduction in inventory levels despite a 15% increase in sales.
− Implemented robust budgeting & forecasting processes, optimizing resource allocation, and improving financial
performance predictions. Reduced budget cycle time by 20% and improved forecasting accuracy by 40%.
− Managed treasury operations, optimizing cash flow management and liquidity to support business operations
effectively. Recovered a bill discount margin of INR 3 million from Tata Finance, which was pending for 5 years.
− Provided strategic guidance on taxation matters, ensuring compliance with tax regulations, and maximizing tax
efficiencies. Successfully completed tax assessment for AY 1998-99, 1999-2000 and 2000-2001.
− Streamlined reconciliation processes for purchase, debit, and credit notes, resolving a 5-year account
reconciliation with ITC Bhadrachallam and ITC, Tribeni Tissue Division.
− Implemented effective billing and credit control procedures, minimizing revenue leakage, and enhancing cash
flow management. Ensured adherence to statutory compliance requirements, mitigating regulatory risks.
− Implemented a rigorous review and approval mechanism, saving US$ 0.5 million by controlling customer claims,
returns, and rejections.
− Finalized marine insurance claims (10 cases per month) and reduced transit damage claims for goods
transported from ITC Bhadrachalam to end customers across the western India region.
Sampati Lal Bohra & Co, Chartered Accountant, Udaipur
Article Clerk (Audit Intern) | 10/1991 – 09/ 1994
As audit intern at Sampati Lal Bohra & Co, Chartered Accountant, I have played a pivotal role in performing statutory
and internal audits for companies across diverse sectors.
With a keen eye for detail and a commitment to excellence, I have conducted audits for companies operating in
varied sectors. Leveraging my expertise in auditing standards and best practices, I have delivered meticulous and
comprehensive audit reports that have enabled clients to enhance transparency, accountability, and operational
efficiency.
Key Industries/Institutions:
• Textile Yarns (Perfect Thread Mills)
• Plastic Goods, Furniture & Packaging Products (Peacock Industries Group)
• Soapstone Processing & Export (Associated Soapstone’s)
• Building Materials, Marbles Stone Processing & Export (Many Clients)
• Hotels & Hospitality
• Handicraft, Agricultural Machinery & Paper Trading
• Educational Institutions (Many Trusts Schools)
• Temple Boards - Shri Sanwaria Seth, Chittorgarh

CFO_SB_Career History_Multi Sector Experience

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