Free Lance Advisor
Free Lance
Total des années d'expérience :27 years, 6 Mois
Areas of Expertise
•Managing turnaround situations for the organisation.
•Cost control, HR and IR management.
•Strategic interface with customers and vendors across continents.
•Operation and supply chain management for productivity optimisation.
•Planning and arranging finances, including capital budgeting, mergers and acquisitions, raising Share Capital or loans, cash projections, decisions regarding the purchase of assets and investment management; preparing financial statements, giving advice on accounting systems, budgets, management information, cash flows and on improving profits.
•Corporate planning including long-term forecasts, feasibility studies, allocation of resources and financial planning for new projects setting up MIS systems for controls for multilocation multiple business.
•Managing legal aspect including M&A activities, financial & taxation implications of contracts, leases & hire purchase advice, interpretation of company on closed corporation law and administration of deceased & insolvent estates.
•Development and Implementation of IT software’s like SAP, Hyperion and home grown ERP.
Presently Council Member with Gerson Lehrman Group (GLG) as
Major Highlights :
- Cost configuration of the entire floriculture business resulting in about 40% cost reductions
- Reduction of about 1600 people across floriculture
- Cost rationalisation in Agri business to the extent of 30%
- Managing production and banks even in severe cash crunch situation
- Raising Fresh Share Capital
- Due Diligence
- Multi locational, multi country exposure
- Cost Reduction by Rs USD 6 Lacs p.a.
- Managing the execution of Green field expansion and increase in capacity for the existing facilities.
- Dealing and managing various government authorities for the timely approvals and benefit of the Company.
- Hands on experience handling HR, IR, IT and Commercial functions of the Company
- Successfully handled transition period for Demerger of business from ABNL.
- Established the working capital lines of Rs 100 crore (Fund based) and Rs. 40 crore (Non Fund based).
- Managed the company affairs in regards to green field expansion, business acquisition, and merger of subsidiary, SAP re- configuration and building internal controls.
- Term loan funding for Greenfield project of Rs 45 Crs
- Implemented cost control measures for more than Rs 2 crore/ annum.
- Successfully converted credit terms from advance to 60 days with the vendors.
- Successful reconfiguration of supply chain management thereby reducing stock in hand by 45 days.
- Lead business relationship manager.
- Instrumental in merger of various SATCOs
- Instrumental in strategic commercial decisions
- Prepared the risk management manual and risk profiles of the various businesses and mitigation plans for the same as per the SEBI requirement.
- Instrumental in designing and implementation of standardized formats for financial reporting and MIS, SOPS and policies for the company as a whole consist of about 35 entities.
- Handled the overall corporate accounts and governance.
Acted as Core member of the team for the purpose of financial restructuring of the company having debt burden of about Rs. 5000 Crores.
•Successfully raised the term debt of Rs 350 Crore and enhance the working capital limit by 250 Crore (Fund based) & Rs 600 Crore (Non Fund based)
•Instrumental in various activities related to offloading of ABG Equity / Induction of ONGC as a strategic investor in the company.
•Determined valuation of MRPL Shares for the transfer of equity stake of Aditya Birla Group to Hindustan Petroleum Corporation Ltd.
•Prepared business plan, revaluated the Fixed Assets, provided basic information, explained the complexity of the refinery business to the valuers, co-ordinated with the Joint Valuers, Lawyers etc.
•Handled due diligence for sale of equity stake of Aditya Birla group
•Successfully handled the sale of ABG stake and induction of ONGC.
•Stood as the runner up across Aditya Birla Group for “Anubhav” Long Case Study on “Deviating from J. V. Dharma Can Endanger the Best of Projects.”
Sep’95 - Aug’96 with Chaudhary Group, Nepal as