Nov 2017 – Apr 2020 · 2 yrs 5 mos · Pune, Maharashtra, India

• I specialize in turning complex, high-volume data into clear executive insights that drive decisions, cost efficiency, and accountability at scale. Over the years, I have led end-to-end financial analysis, budgeting and forecasting, cost-benefit assessments, and expense and revenue reconciliations—often identifying gaps and inefficiencies that protected and saved significant value.
• I have built and standardized executive-level reporting frameworks, including Monthly Business Review and Mark-to-Market decks, hiring and headcount snapshots, and KPI reference models aligned to strategic priorities. These initiatives improved consistency, reduced manual effort, and strengthened governance across leadership forums.
• Beyond reporting, I have played a central role in resource management, vendor governance, internalization tracking, target operating model planning, restructuring and transfers, demand management, and headcount governance. I have partnered closely with business leaders to ensure decisions were grounded in accurate data, realistic capacity planning, and long-term scalability.
• I have produced monthly leadership briefing notes that became a core part of internal communications, helping align senior leaders on priorities, risks, and direction. I have also led cost-governance initiatives, including setting up and managing PR approval processes with 100% accuracy and on-time vendor renewals.
• During major system changes, including Workday releases, I took ownership of understanding data gaps and process breakdowns, rebuilt robust reporting mechanisms, and ensured delivery commitments were met without compromising quality.
• Known for strong stakeholder management, resilience under pressure, and a proactive, solutions-first mindset, I bring structure to ambiguity and stability to fast-paced environments. I thrive in roles where accountability, clarity, and execution matter—and where thoughtful problem-solving leads to sustainable business outcomes.

Apr 2014 – Nov 2017 · 3 yrs 7 mos · Pune, Maharashtra, India

• Pooled the required resources to implement the automation of the Professional Service P&L out of SAP. This helped IG to be able to streamline the process & now the PS P&Ls are consolidated on WD 12 instead of WD 18 in prior years.
• Safeguarded the spending of 'Development' projects & was successfully able to pilot the first report by hours that classified all Clarity hours into bucket type. This was used by the Group president for future decision-making.
• Took the lead in many pieces of the process to change the clarity structure to mirror the financial reporting structure of International Group. This was a major breakthrough in centralizing the reporting of productivity metrics at Group level & it has given visibility to the leadership team in all tasks within clarity that will allow them to ensure reporting consistencies among regions and find efficiency opportunities

Feb 2008 – Feb 2014 · 6 yrs

• As a MIS-Controller, was responsible for the creation, validation, quality control and distribution of defined management reports to all recipient CPOs and Global, in the timelines, quality standards and consistency defined by the processes of the project
• Supported the production of internal executive reporting, which includes Scorecard that indicates (actual performance against all measurable metrics) for Delivery/VBU/Practice Heads, Project margin report, Comprehensive fact sheet, Major wins, Comparative analysis of GM%, Financial MIS, Forecast report, Utilization , Practice Dashboard, Reconciliation of rates , Management Dashboard etc.
• As a Business Advisor was reponsible for providing thought support to Zensar Executive and Operating committee, drove the alignment among different stakeholders to facilitate decision making, provided strategic perspective to the management on relevant issues, supported operations and shared services in the execution of Strategy.

Feb 2004 – Feb 2008 · 4 yrs · Bhopal, Madhya Pradesh, India

• Delivered comprehensive standard and ad-hoc MIS reporting across costs, headcount, and volumes, consistently meeting agreed SLAs, quality benchmarks, and defined reporting standards.
• Prepared and structured Business Review Committee (BRC) notes, translating complex financial data into clear, decision-ready insights for senior leadership.
• Led the compilation and analysis of Divisional MIS for TMTL and R&D, providing actionable variance analysis and performance commentary.
• Authored and published monthly Executive Summary notes, highlighting key business drivers, risks, and performance trends for leadership review.
• Developed product-wise contribution analysis, enabling profitability assessment and informed commercial decision-making.
• Managed global ageing analysis for raw materials and components, supporting inventory control, working capital optimization, and risk mitigation.
• Compiled FRPM (Financial Review of Production Management) reports, including perpetual stock adjustments, ensuring accuracy between financial and operational records