Experience

BizUplift Experts

• India
• Business Consulting and Services
• 1 - 100 Employee

• Business Improvement & Turnaround Consultant

  • Oct 2014 - Present

  A Business Management Consultant to create value and restore overall performance of business life cycle, we make a difference in high-impact situations and deliver sustainable, top & bottom-line results and provide extensive support to rescue them from deep trouble. Our Services :A. Office of the CEO SolutionsWe collaborate with Stakeholders & Operations team team to provide transformation services, prepare for and execute events, implement solutions to build confidence, clarity, controls and consistency that allow the company to achieve greatness. B. Turnaround & Restructuring ServicesWe help management stabilize finances and operations to reassure all parties-in-interest that proactive steps are being taken to enhance value through:Process crisis cash management , Spot issues affecting profitability , Execute short & long term management tasks, Build-up turnaround plans and implement, Organisational Restructuring, severance, re-layout, consolidation, Initiate implementation of solutionsC. GST Consulting Services i. Impact analyses, II. Transition Support, III. Regular Compliances IV. TrainingD. ERP Implementation Support Services We implement and provide support for ERP systems for companies with significant online presences. • Understand client’s business requirements & logics• Manage overall project activities from technical point of view.• Testing before deployment• Business process and analysis• Identify additional product/services opportunities in customer organization.• Act as a point of communicationE. Risk Assessment and Compliance Services Internal Controls (ICFR) Evaluation Sarbanes-Oxley (SOX) AssistanceF. HR/IR Services1. Labour Related Services, ,- Contracts of employment, Negotiations: Unions and representatives, Retrenchment actions, Pre-Dismissal Arbitration2. Human Resource Management: Formalizing organization structures, Job descriptions, Job evaluation, Recruitment and selection, Induction.



IFF Overseas Pvt. Ltd, Industrial Filters & Fabrics P Ltd , Machcutters, Allwin Group of Industries

• Consulting Chief Executive Officer

  • Nov 2017 - Present

  Improving Overall Operational Performance of both the organization to see steep growth of business in terms of Top and Bottom Line. Major Area's Covered :a) Designing and implementing business operations and restructuring.b) Monitor, control and oversee day-to-day operations to meet customers’ expectation on quality, delivery, development and management;c) Design and implement business strategies, plans and procedures.d) Set comprehensive goals for performance and growth.e) Lead employees to encourage maximum performance and dedication.f) Evaluate performance by analyzing and interpreting data and metrics.



UMW Dongshin Motech Pvt Ltd

• Consulting CFO, HR/Admin &IT Head

  • Oct 2015 - Sep 2017

  Working as full-time Consultant create value and restore overall performance of business life cycle with result-oriented professionals having ability to make a difference in high-impact situations and deliver sustainable top & bottom-line results. Demonstrating successful experience as a consulting COO at IFF Overseas Pvt Ltd and Allwin Group of Industries at Indore/Pithampur to Improve Operational Performance with Long term planning, Increasing Productivity, Systems Improvement, Risk Assessment and Internal controls. Completed assignment as consulting CFO and in Corporate Restructuring role for a major turnaround project of UMW Dongshin Motech Pvt. Ltd, Pune, (Joint venture of Malaysia and Korea) as CFO. The Company was at negative Bottom line @ around 63% of the top line, Major challenge is to reduce/control the cost and enhance top line. Immediately begin over all financial & operational study of the client company, analyze what is and what is not working. Then prioritize and re-prioritize as necessary. Provided financial analysis regarding restructuring/turnaround projects for under-performing operations. Settled 21 legal cases, Union Agreement with no disturbances to regular operations for 3 years with 29% productivity increase. Restructured organization and severance of 200+ non-contributors. Generated Cash of Rs 58 Crore, Saved Rs 4.5 Crores with major 47 projects and grabbed business to increase revenue to 2 times in 1 year. Re-paid entire term loan without any stoppage to the regular operations. The company is at the positive bottom line in 18 months and maintaining consistency to keep it +ve at PBT level. Long term settlement with Union agreements, designed HR Policies & Deployed, recruitments, Strategic retrenchments.



Federal-Mogul Powertrain

• United States
• Motor Vehicle Manufacturing
• 700 & Above Employee

• Controller Powertrain India

  • Apr 2007 - Apr 2014

  Growth Path• Started as Finance Controller Engine Bearings Division with an additional responsibility of HR & IS function till Jul’12.• Aug’12 till Feb’13 Group Operations Controller responsible for Bearings, Ignition, Sealing & Systems Protection group having 2 plants and Import Trading activities.• Since Feb’13 operating as Controller Powertrain India for FM India’s largest manufacturing business group of Pistons, Rings and Valve Seats & GuidesKey Deliverables Completion of Due Diligence and acquisition process as FM representative. Implementing FM policies & system of reporting into Hyperion. Complying with US / Indian GAAP & co-piloting Indian operations for 5 plants. Maintaining responsibility to turnaround bearing company within the targeted time of 18 months in all aspect of business. Implemented the projects to reduced inventories and over-due receivables along with other cost savings and Improved Cash Flow.  Provided support to the team to execute group SOX/Internal audit and special investigations, compliance with policies and rules. Develop the scope for operations, IT, finance and audit projects.  Analyze operations and propose value-added recommendations. Identify the weakness of control & process and also provide evidential support. Handled Union strike and agreements, HR Function, Payroll outsourcing and organizational restructuring.



Gabriel India Limited

• Motor Vehicle Manufacturing
• 700 & Above Employee

• CFO, Purchase & HR Head

  • Dec 2004 - Mar 2007

  Managed three Engine Bearing manufacturing plants located in Parwanoo (DTA & 100% Export Oriented Unit) & Gurgaon (Large Size Bearing). Support the successful and sustainable profitable growth of the Engine Bearing Division to eliminate heavy losses of the company by complete turnaround management within 18months time. Considering Financial Controls, Plant Closer, Reduction/Redeployment of headcount to get productivity, significantly improved upon working capital, SAP B1 & Product Costing Implementation. Role includes supporting key projects and initiatives, due diligence, merger and acquisition, operational support, continual improvement, process re-engineering, internal control, planning, variance analysis, tax and treasury.

• Controller & HR Head

  • Jun 1991 - Dec 2004

  Engine Bearing Division : Undertaken strategic & business planning, cost control & reduction mechanism to eliminate heavy losses of the company. Implementation of SAP B1 in all 3 engine bearing plants, development and leadership of entire finance, costing, and I.T. function as well as day-to-day operations. Managed three engine bearing manufacturing plants located in Parwanoo (DTA & 100% Export Oriented Unit) & Gurgaon (Large Size Bearing).  Recruiting, training and developing teams of finance professionals, managers and support staff for all 3 plants. Headed HR/IT function along with Purchasing and supply chain.Highlights Actively involved in de-merger & acquisition process with high level team of both the partners. Re-established financial controls, leading team to improve company from severe financial losses to strong and sustainable bottom-line, improved EBITDA by 20% over 2007 to 2008. Developed strong control systems which resulted in reduction of manpower. Re-deployed excess manpower resources from finance function to other areas of plant operation. Directed monthly plan review process for implementation and strengthened functional accountability at all levels. Significantly improved upon the working capital by reducing receivables (by 28%) and Inventory (by 17%) to the stage of no write-offs. Played pivotal role in in improving material yield from 52% to 60% that has impacted cost reduction of Rs 10 million per annum. Successfully handled Union Strike, agreements and severance of around 150+ employee, introduced Voluntary retirement scheme.