Jul 2019 – Dec 2020 · 1 yr 5 mos · Bangalore Urban, Karnataka, India · Hybrid

• M&A, Due Diligence & Value Creation
• Led a five-member M&A team, conducting end-to-end due diligence, reviewing three years of financials, and building five-year projections. Identified patterns, variances, and risks that safeguarded $50M in value across prospective acquisitions.
• Global Tax Strategy & Cashflow Improvement
• Directed VAT, GST, and Corporate Tax refund initiatives across India, the UK, and Serbia. Presented company positions, managed documentation, and negotiated with authorities, securing $30M in refunds and strengthening cashflow.
• Transfer Pricing, Group Structure & Tax Efficiency
• Oversaw transfer-pricing implementation and redesigned group entity relationships. Led the strategic re-incorporation of the parent entity from Hong Kong to England, leveraging favourable tax rules and delivering $20M in annual tax savings.
• Global Accounting Framework & Standardisation
• Worked with 15 controllers across the US, Europe, and Asia to establish a unified accounting system, improving accuracy, harmonisation, and operational consistency across regions.
• Reporting Transformation & Power BI Enablement
• Designed and led the implementation of a new Power BI–based management reporting platform, enhancing executive visibility, automation, and decision-making speed.
• GAAP, IFRS & International Tax Experience
• Hands-on expertise across multiple GAAPs, IFRS, and international tax regulations spanning Europe, Asia, and the USA.
• Treasury & Hedging Strategy
• Built a modern treasury module with structured hedging and investment processes, generating **$3M** in additional income and strengthening liquidity governance.
• Audit Leadership & Governance
• Completed group and entity audits with global Big Four firms across Asia and Europe, ensuring compliance, transparency, and strong internal controls.

Sep 2015 – Mar 2019 · 3 yrs 6 mos · Bangalore Urban, Karnataka, India

• Initiated and led a balance sheet review team of 7 members across the Asia region and cleaned up the balance sheet for $40M using various quantitative analyses and due diligence.
• Support costs are reduced by improving operations efficiency by 15% by implementing budget targets to department heads. They also brought in a standard and preapproved pool of vendors to supply day-to-day supplies.
• Built a healthy relationship between project and finance team by accurate quantitative analysis and emphasised project managers on the importance of project profitability; the finance team's new study helped save 50% of project managers' time and improved project profitability by 10%.
• Successfully transited the accounting from the legacy system to Oracle ERP to control project revenues and costs and management reporting.
• Conducted management audit of India accounts, rectified legacy errors worth $10 Mil, and removed all legacy statutory audit qualifications.

Feb 2011 – Jul 2015 · 4 yrs 5 mos · Bengaluru

• Pioneered global rollout of robust, scalable enterprise resource planning (ERP) system for the organisation, completing project up to 2 months ahead of schedule and saving $0.5M compared to the allocated budget.
• Reviewed multiple country GAAPs and mentored team members on IFRS, UGAAP, INDAS differences.
• Implemented project-wise margin analysis tools and trained project managers on the importance of project accounting and performance, bringing down loss-making projects by 50% within six months.
• I developed an excel workbook to reconcile cost and invoice for the month to identify the excess or short billing.
• I reconciled intercompany transactions of 32 entities in various geographic locations and developed an automated excel macro-driven template for auto reconciliation.

Feb 2007 – Jan 2011 · 3 yrs 11 mos · Chennai

• Investigated and detected an accounting fraud in Thailand subsidiary company during 2008 and prevented a loss of $0.5M; implemented dual process of approval and internal audit of all transaction more than $5,000 to avoid such cases in future and institutionalised policy of all payments more than $50,000 to be approved by the parent company.
• Stepped into management role upon the resignation of erstwhile CFO and completed audit task within deadlines despite being junior most in the team; received management appreciation with an award of the best employee of the year in 2010.
• I designed and implemented treasury policy across the Teledata Group to maximise surplus cash management and forex gain returns.
• I designed the management reporting tool to report WD5, reporting the monthly and quarterly performance of the company to the management.