Feb 2021 – Present · 5 yrs 2 mos · India

Apr 2019 – Present · 7 yrs · Mumbai Area, India

May 2018 – Mar 2019 · 10 mos · Hyderabad, Telangana, India

Mar 2017 – May 2018 · 1 yr 2 mos

Sep 2014 – May 2018 · 3 yrs 8 mos · Mumbai, Maharashtra, India

Feb 2010 – Sep 2014 · 4 yrs 7 mos · Hyderabad with pan-India operations

• Officiated as interim-CEO of Spandana, one of the world's largest Micro-Finance Institution (MFI) with an outreach of over 5 million clients across India. Worked as No.2 to a dynamic promoter:
• Anchored Strategy development and execution – starting from equity raising efforts (private equity, kick-off of IPO process) to managing MFI crisis, leading up to Debt Restructuring involving intense lobbying efforts with the regulator and 41 lenders/ Banks - through to a gradual business recovery.
• Led through the peak of MFI crisis with quick response on one side with Regulators/ Industry Bodies/ Lawyers/ Courts etc. On the other side, micro-managed business drivers while building institutional capacities gradually through Business Re-engineering and Training - resulting into productivity enhancement and return to profitability
• Anchored business planning and execution. Strengthened Operational Risk Control (ORM) framework and its implementation. Participated in portfolio diversification efforts (peak AUM of Rs.4,400 crore) by foraying into newer asset-backed products (Loan against gold, housing/ home-improvement, MSME loans) besides rationalising existing business lines (JLG loans, Tractor Finance, Agri-Family Loans etc). Actively leveraged rural distribution network to provide non-financial services including consumer durable sales.
• Leveraged technology solutions to manage scale related risk associated with remote offices (~1,800 branches covering 100,000 villages/ colonies with multi-lingual on roll staff: 14,000 at its peak) while keeping the focus on process efficiency and cost control
• Active stakeholder management - managed internal crisis situations (e.g. employee strike, internal fraud management), occasionally gap filled for various Department Heads on need basis, managed communication to the Board besides relationships with investors, govt. agencies/ regulators and business partnerships.

Aug 2007 – Feb 2010 · 2 yrs 6 mos · Mumbai, Maharashtra, India

• Project Management (PMO) - Rural foray
• Financial Planning & Control
• Risk Control & Review

Jul 2005 – Aug 2007 · 2 yrs 1 mo · Delhi & Mumbai

• Microfinance Product Management
• Technology rollout for Microfinance
• Rural Corporate linked Retail lending
• Bulk Commodity Finance

Jan 2003 – Jan 2005 · 2 yrs · Delhi Area, India

• Rating of Microfinance Institutions (MFIs), NBFCs, Co-ops, societies/trusts, NGO programmes
• Performance assessment and monitoring of community based financial institutions
• Rural finance research and publications; Financial product design and delivery methods
• Trainings: Trainer for Trainers, accredited by CGAP, World Bank. Delivered trainings on financial analysis & portfolio management

Aug 1998 – Jun 2001 · 2 yrs 10 mos · Delhi Area, India

•  Planning and execution of expansion project, responsible for budgeting and pre-press
•  Process control and quality
•  Scheduling and coordination

Jul 1997 – Jul 1998 · 1 yr · Delhi Area, India

•  Customer support as Job dealing person; Cost estimation of job-work; Production scheduling and follow-up on shop floor
•  Training (Faculty, Thomson School)
•  Managing Quality Systems & Processes (QSPs) for Customer Care deptt.