Ritesh Joharapurkar

Leading finance operations across Kuwait, Qatar, Bahrain, and KSA for multiple homegrown and franchise F&B
brands. As a partner to the owners, responsible for Controllership, FP&A, MIS, and regional strategy support.

Key Contributions:
• Strengthened group‑wide cash‑flow forecasting and fund‑allocation discipline, advising owners on
capital prioritization across four GCC markets.
• Supported strategic decisions on outlet closures and restructuring to protect group‑level EBITDA.
• Enhanced MIS accuracy and timeliness and improved ERP utilization, enabling faster decision-making
for operations and corporate leadership.
• Lead annual budgeting cycles, territory performance reviews, and commercial planning with the CEO
and business heads.
• Built capability within finance teams to improve month-end close, reconciliations, and audit readiness.

Led CFO mandates for clients in Digital Trading (Dubai start-up), Education (13 institutes), and Manufacturing.

Key Achievements:
• Built scalable finance processes across buying, dealer management, disputes, and accounting.
• Strengthened governance across ESOP and cap-table accuracy, ADGM submissions, UAE/KSA VAT
treatment, and cross-border contracts.
• Participated in UAT cycles, validated configurations, and supported data migration for ERP rollouts.
• Ensured correct VAT logic in system flows, including segregation of core-system to Xero entries.
• Supported early-stage fundraising through selective data-room preparation and planning inputs.
• Led ERP selection and process design for a 13-institute group, including BRD and vendor evaluation.

Led finance, purchase, and IT teams (14 staff) across 7 legal entities and 37 outlets in F&B, entertainment, fitness, and retail, generating USD 70M+ annual revenue.
Key Achievements:
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Built support functions (HR, Admin, Finance) from scratch, stabilizing operations in a start‑up‑like environment.
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Cleared one year of delinquent accounting and complex reconciliations in Qatar within 3 months.
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Delivered clean internal and external audits for 7 entities consistently before deadlines.
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Monitored USD 35M capex projects, improving vendor negotiation, cash flow, and cost control.
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Consolidated support functions, saving USD 100K annually (15% staff cost reduction).
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Negotiated commercial contracts, saving AED 1M+ across leases, IT, delivery, and banking.
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Reduced tax filing cycle from 20 to 15 days; ensured timely repatriation of USD 30M+ to corporate.
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Executed liquidation of non-performing entities and supported store closures.
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Strengthened governance, internal controls, and compliance across two GCC territories.

Business controlling for Crop Protection division across India, Sri Lanka, Pakistan, and Bangladesh (USD 100M+ revenue). Thought leadership to over 10 team members across various business units.

Key Achievements:
•Developed credit control and incentive policies for 5000+ channel partners, improving DSO and payout accuracy.
•Reduced incentive payout cycle from 65 to 45 days.
•Provided financial insights for pricing, make/buy, and margin improvement.
•Controlled regional budgets in line with global transfer pricing guidelines.
•Finalist for Global Business Partnering Award 2013.

Handled consolidated accounts for 130+ subsidiaries and board-level MIS.

Key Achievements:
•Developed FFC template for IFRS (Ind-AS) implementation across group companies.
•Supported CSR spend tracking and performance evaluation for 80+ subsidiaries.
•Contributed to first consolidated accounts of Mahindra Satyam post-acquisition; received Certificate of Appreciation.
•Prepared consolidated budgets including minority interest and divestiture calculations.

• Improved GP by ~5% through sourcing optimization and cost analysis.
• Identified revenue leakage in octroi billing, saving USD 10K annually.
• Reduced DSO from 90 to 60 days through stronger credit control.
• Implemented Standards of Weights & Measures Act for compliance.
• Built financial models for make/buy and plant operations decisions.
• Collaborated with Finance Director and EY on Clean Development Mechanism project to explore carbon
credit savings.

Got confirmed as Controller for Outdoor Circuit Breaker Business after management trainee role. Managed MIS consolidation for 5 SBUs and global outdoor circuit breaker business.

Key Achievements:
•Delivered variance analysis and MIS consolidation across 5 countries.
•Ensured best‑practice sharing across BUs.
•Maintained DSO within targets and ensured positive operating cash flow.
•Participated in SOX implementation.
•Reconciled intercompany balances with 30+ countries with zero differences.