CFO
Kalaam Telecom
مجموع سنوات الخبرة :18 years, 1 أشهر
2nd largest Enterprise ISP operator, 15% market share of fixed wired/Wireless broadband, USD $11 mln turnover, 5K corporate and SME customers, 80+ staff, expanding rapidly in Kingdom of Bahrain and other GCC market
• Key role played in the acquisition of Lightspeed communication (a subsidiary of Orange telecom), with the completion of all Legal, Ministries and Telecom regulator formalities, setting up entire project plan for merger and worked with E&Y for standardization and setting of Processes, Policies and Procedures of merged entity
• Successfully partnered with the CEO and Board to design and develop business strategy for go to market, resulted 35% increase in revenue through upselling of customers of acquiring company
• Drove strict cost efficiency in the Billing/ IT & Engineering/ Finance/ HR resulted cost down by 20% after merger
• Facilitated documentation of raising debt through bank for acquisition to the tune of USD 5 mln and financing of working capital to the tune of USD 1 mln.
• Implemented comprehensive internal audit program in view of strict corporate governance for 2 years through KPMG
• Accomplished EBIDTA targets for last 3 years with tight cost control and ensured clean statutory audit report
• Ensured effective treasury management resulted improvement of free cash flow by 3X after merger
• Managed earnings before tax and ensured that the debtors, creditors were effectively managed
GSM Telecom operator, Operating in 23 Circles in India, Mumbai market share 2.2%, Turnover INR 2.2Bn, customer base 2.2 Mn.
• Setting up of Business planning function with all the important Processes and MIS, Implemented annual budget and orchestrated budget process with all departments and senior management
• Significant contribution for turning around the operations from EBITDA of (INR 222 mln.) Jan`12 to (69 mln.) Aug`13
• Spearheaded cross functional projects “Aircel Lite” resultant Annualized cost saving of INR 140 mln in MUM and INR 128 mln in Rest of Maharashtra
• Conceptualize 3-month deferred product resulted Top line grew INR 30 mln in 2012
• Re-engineering Collection processes, improving collections (90% to 95%) and reduction of bad debts (7.8% to 5.0%)
• Successfully laid down road map with COO, Sales Head and Marketing head with launching of profitable products, effective utilisation of SAC and tight control on budget
• Was responsible of smooth closure of statutory audit every quarter with minimal audit issues
• Reviewed and rationalized pricing of 100+ product/services plan for voice, data and VAS for revenue enhancement, discard of non-performing products to reduce operational cost
Telecom Infra with 100% Subsidiary of Essar Tele holding Ltd., Operations in 14 Circle, 4630 Towers with a tenancy of 1.9X per tower, with the Turnover of INR 1.7bn with the EBITDA margin of 52%.
• Setting up Accounts & Finance function in 13 States, manage 30+ Team and Transitioning of accounts from Tally/MS Excel to SAP ERP
• Handled billing, revenue assurance and collection for 8 operators (INR - 17 mln)
• Solely responsible for getting Credit Rating from ICRA and got rating LBBB+ and A2
• Part of Team for sanctioning of INR 5mln Term loan (last instalment of INR 50 mln fund based loan) from IDFC
• Partnered with Group CEO, COO and project team for timely completion of Kolkata, Mumbai, and Chennai green field hospitals projects with substantial project cost saving by vendor’s negotiation
• Led restructuring of finance & accounts function by realign role and responsibility for faster flow of cross department information, support and decision making
• Handled due diligence exercise for the sale of Essra Telecom to American Tower company in 2010, It was sold to ATC with enterprise value of INR 2100 Crore
• Formulating long term business plan, annual operating plan, capital expenditure plan and rolling forecasts.
• Shifted focus from Circle P&L to Zonal P&L resultant improvement of various Zonal KPIs and proposed Zonal Product strategies.
• Developed site wise profitability report for MPCG and later it was implemented across west region
• Part of Revenue reporting team (at Corporate office), Analysis of monthly turnover of INR 8.8bn Mar`06 (19 Mn. Sub base) with various KPIs and presented to Airtel Top Management including board of directors
• Standardized Revenue reporting manual and across India Product benchmarking and analysis
• Stringent control on Product analysis after launch, Reduction in Free freebies and developed reports on Opex as % of Revenue contribution to put focus on individual functional productivity