Experience

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  3 Christian Schools and a Hospital of 110 beds.

  • Financial Controller

    • Feb 2010 - Jan 2018

    Financial Controller.• Overall responsibility to manage Finance/accounts of schools and hospital.• Planning, managing and monitoring the teams to achieve schools and hospital’s objectives.• Continuous, coaching/motivating 4 chief accountants and their staff to maintain effectiveness.• Implemented accounting policy/procedures for clarity and consistency in monthly accounting.• Ensured accuracy and continuous improvement in Financial Reporting. • Review and submission of Hospital and Schools Performance Evaluation Report.• Cash Flow (Debt and Current Requirement) successfully maintained the required balance in Outflow and Inflow of funds and are making on time payments. • Review of fixed assets addition/deletion proposals with the school principals and the medical superintendent for upgrading and expansion of institutions.

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  International Textile Limited.

  • Korangi Industrial Area, Karachi.

  • Senior Manager (Operations)

    • Aug 2008 - Dec 2009
    • Korangi Industrial Area, Karachi.

    • Managed Operations & Merchandising with the P&L responsibility. Reported to Director/ CEO.• Leading the Operative Planning cycle, provided consistent Production, shipments & Revenues. • Managed production facilities Weaving Plant, sizing & 84 loom and 2 garment factories.• Reported Week-wide actual v/s plan performance on the prescribed formats to the Director. • Ensured the adherence of follow-up actions on the Key Performance Areas and Indicators.• Reviewed Capital Expenditures on IRR and other techniques along with the Plant Engineer.• Managed to reverse cost, price/ volume variances on monthly P&L A/c. • Sanctioned approvals and decisions on deviations from standard prices and quantities in the Bill of Material, rescheduling of any particular order, production, quality and vendors related issues.• Motivated a diverse team of textile & industrial engineers, production, merchandise Managers. • Implemented month to annual Operating Budget focused on Cost centers & Revenue generation.• Eliminated obsolete stocks and unusual trends in Inventories, Labor and Overhead Costs.• Implemented credit control policy, signed internal and external Invoices, managed Debit notes.

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  Eram Fashions (pvt) Ltd.

  • Karachi Export Processing Zone.

  • General Manager Operations

    • Oct 2006 - Jul 2008
    • Karachi Export Processing Zone.

    • Managed Operations with P&L responsibility. Reported to the CEO. • Role: Leaded the restructuring process for the European buyers requirements, like Primark. • Provided consistent Production, Shipments and Revenues.• Managed a diverse team of Production, merchandising and Finance and shifted the mix from mid to higher end ladies garments for European market (trousers, blouses, skirts and 2 piece suits).Finance & Accounting:• Submitted and negotiated 5 years Business Plan at EPZ offshore bank, and rescheduled debts, renewed and enhanced the current credit facilities and limits.• Developed & implemented budget & cost control system and procedures.• Reviewed month-wide Financial Statements managed to reverse P&L variances.

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  ARZOO TEXTILE MILLS LTD.

  • Faisalabad.

  • General Manager Operations

    • Nov 2002 - Sep 2006
    • Faisalabad.

    • Arzoo is an ISO 9002 certified company, 100% export oriented, has printing, dyeing and made-ups facilities, all in one compound. Annually Print 75 and dye 9 million meters, 70% is converted into 9 million sets of Made-ups, surplus fabric is exported., employs 3,000 – 3,500 people, and had annual export turnover of US$ 100.3 million in 2006. • Redesigned Operational policies, strategies, procedures and the production facilities in compliance with the American and European buyers’ standards. Implemented KSA’s stitching system for more productive work flow, documented stitching standard minute value (SMV) of each operation and product in bulletin of all existing and future products. Increased efficiencies and added volume, 3 million bed sets during 2002-2006. • Developed 5 years Strategic Operational & Financial Plan/Business Plan 2002 to 2006: Shifted the mix from low to higher-end products, Added, Value & Volume to export sales revenues US$ million 78, 82.8, 88.4, 94.2 and 100.3 from 2002, 2003, 2004, 2005 and 2006 respectively.• Chaired, weekly and monthly Performance Evaluation & Monitoring meetings of the departmental managers, and reversed unfavorable Sales, Cost, volume/price variances & trends, successfully maintained desired revenues & profits.• Played a leading role in negotiating the Business Plan with the Banks and rescheduled Banks Debts and enhanced current financial limits.

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  ARZOO TEXTILE MILLS LTD.

  • Faisalabad.

  • General Manager Operational & Financial Planning

    • Oct 1998 - Nov 2000
    • Faisalabad.

    Established Production Planning and FP&A departments and reported to the Director and the CEO.• Supported Director Operations, provided on time Material, Production and Shipments. • Established PPC department from grey fabric to carton packed Made-ups.• Guide Range Planning, mix, costing & pricing, volume lines and allocation of capacities.• Standardized Plants efficiency% Material yield%, and Men per machine. • Planning &Scheduling of Capacity and Production on rolling sales forecasts and demand.• Managed Supply Chain function, vendors’ management, maintained stock levels and prices.• Managed and motivated Planning, Merchandising and FP & A teams.• Coordinated with the VP Marketing for weekly status of shipments and inquiries of new orders.Financial Planning & Reporting • Implemented market compatible short, mid and long term Business & Production Plans.• Reviewed Capital Expenditures for Addition/Deletion of Fixed Assets.• Implemented monthly, qty and annual budgeted costs and P&L forecasts. • Established standard cost & price per unit of all existing/future products• P&L margins were greatly achieved through monitoring variances in GP Analysis Report• Eliminated obsolete stocks and unusual trends in Inventories, Labor and Overhead Costs• Reviewed Ageing Summary of Accounts Receivables and Payable for Cash flow forecasting• Implemented credit control policy, signed internal and external Invoices, managed Debit notesI left Arzoo studies, did Masters in commerce, Finance.

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  Crescent Bahuman Ltd.

  • Pindi Bhattian.

  • Manager, Production Planning & Control. PPC

    • Mar 1995 - Sep 1998
    • Pindi Bhattian.

    CBL is an ISO 9002 certified company, was established in collaboration with the Greenwood Mills USA and Crescent Textiles Mills Ltd, Pakistan, with an investment of US$ 100 million in 1994. Created over 5,000 jobs, 60% are women, annual capacity is 12 million meters denim and 7.5 million jeans. • Established PPC for optimum utilization of resources, and on schedule material, production and shipments. • Guide Range Planning, Quantification, costing & pricing, mix, volume lines & capacity allocation to products.• Implemented at CBL, Greenwood Mill’s PPC System, Strategies, Standard Operating Procedures and Formats. • Standardized Efficiency%, Material Yield%, & Head Count for planning, budgeting & costing. • Planned & Scheduled normal capacity on 52 weeks, qtr.-wide schedule on the rolling forecasts and demand.• Managed Supply Chain Function, Vendors’ Evaluation and maintained required stock levels and prices.• Managed Merchandising handling of orders from inquiry till shipment.• Monitored weekly Performance Evaluation on Key Performance Areas & Indicators on Actual v/s Plan format. Financial Planning, Analysis & Reporting • Established Financial Planning department at CBL, aligned PPC & Financial Planning Processes, on 52 weeks Material, Production and Shipment schedules for Annual Budget, and Solvency Balance Sheet, Income Statement and Cash Flow. • Developed 5 years Strategic Financial Plan in two phases 2 years (P2) and 3years (P3) • Managed PPC, Accounting and Finance teams at plant for accurate data processing and timely closing of monthly/yearly accounting, reviewed monthly Cost of Production & Cost of Sales Statements, Analyzed Gross Profit based on Annual Budget. • Monitored and Interpreted to the Accountable Executives on Gross Profit Variances & trends, Sales and Cost Volume/price, Revenue, Gross and Net Profit growth rate. Free Cash Flow growth rate and the Balance Sheet Focused on Solvency liquidity and efficiency ratios.

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  Fateh Textile Mills Ltd

  • Hyderabad

  • Senior Executive (Budget & Cost).

    • Apr 1989 - Feb 1995
    • Hyderabad

    • Worked with the Group Financial Controller, the Director and the Managing Director. • Fateh during this period was included in top 10 textile companies in Pakistan.• Fateh had a Processing Mills, Made-ups Unit and 3 Garment Units, each an entity at KSE.• Per day production: 300,000 dyeing & printing, 15,000 sets, made-ups and 50,000 garments. • Established Budget & Cost department for the Group/company with the German Consultant.• Designed and implemented Budget & Cost System with the standard operating procedures. • The system was successfully been integrated with the Gen Ledger after 1 year on experiment Budget and Cost Controls.• Implemented Budget & Cost system with the focus on Cost centers & Revenue Generation.• Implemented Standard Cost system for statistical, data collection and variances purposes.• Provided accuracy and consistency in monthly accounting process and financial statements.• Developed and implemented monthly, quarterly and annual budget for each of 4 companies.• Leading the recipes of all existing/future products for computation of Conversion Cost.• Established standard cost & price per unit of products and categories.• Achieved Sales and P&L margins, eliminated products of negative contribution/gross marginsBudgeting and Reporting. • Implemented Group/ companywide monthly, quarterly and annual budget.• Group consolidation of monthly, quarterly and annual Financial Statements.• Reviewed month/year end Financial Position of the Group/company with the GFC & Directors.• Reviewed month/yearend Group/Companywide GP Analysis Report based on Standard costs.• Monthly/yearly Sales, P&L margins were achieved thru monitoring variances on GP analysis.• Eliminated obsolete stocks and unusual trends in Inventories, Labor and Overhead Costs.• Successfully maintained the required balance in Outflow and Inflow of Funds.• Implemented credit control policy, signed internal/ external Invoices, managed Debit notes.

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  Jaffer Brothers (Pvt) Limited

  • Islamabad

  • Assistant Manager Accounts.

    • Nov 1986 - Mar 1989
    • Islamabad

    • Worked with the General Manager, at branch and the Financial Controller at H. Office Karachi. • Jaffer Brother (pvt) Ltd (JBL) is the largest trading company in Pakistan.• I was appointed at Islamabad, the 2nd largest Revenue generating branch.• JBL has 3 business divisions, heavy machinery, fertilizer and IT (Jaffer Business Systems).• Reported administratively to Branch’s General Manager and Functional to FC at head office.• Communicated daily/weekly basis at head office with FC and the concerned managers.Finance and Accounts• Independently managed finance and accounts department.• Responsible for the entire finance and branch accounting at Islamabad.• Provided accuracy n consistency in monthly accounting process and financial statements.• General Ledger accounts/subsidiary ledgers maintained at Branch.• Timely month/year-end closing with accruals and provisions.• Submission of full set of accounts with reconciliation and supporting schedules.• Dealing with the banks, receipts, payments and transfer of funds to head office. • Supervised, Receipts & Payments are made in accordance with the company procedures. • Supervision and signing of Internal/external Invoices and Managed Debit notes.• Supervision of Accounts Receivables, Debtors ledger and Ageing Summary.• Supervision of Accounts Payable, Creditors ledger/Ageing• Worked closely with the JBL Software engineers and played a leading role in computerizing of sales ledger and auto-generation of sales invoices/dispatch documents.Budgeting and Reporting. • Provided support to the Divisional Heads in monthly, quarterly/annual budgeting/forecasting.• Monitored monthly Variances between actual v/s budgeted Revenues and P&L margins.• Cash Flow: maintained the required balance between Outflow and Inflow of funds at branch.• Monitored Variances between Forecast v/s actual cash flow to General Manager and CFO.• Monitored monthly Business Performance to Gen. Manager, CFO/committee at Head office.

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  Philip Morris International

  • Mandra, Rawalpindi.

  • Senior Accountant

    • Sep 1982 - Oct 1986
    • Mandra, Rawalpindi.

    • Reported to Factory Accounts Manager. • Premier Tobacco Industries Ltd (PTI) then affiliated with Philip Morris International (MPI).• PTI was the 2nd largest tobacco company in Pakistan, now wholly owned by PMI.• The company manufactures and market bestselling brands: Marlboro, Red & White and K2.Finance and Accounts• Supervised finance and accounts department.• General Ledger subsidiary ledgers maintained at factory in accordance with PMI chart of accounts.• Federal Excise duty and other taxes maintained at factory and made on time payments.• Dealing with the Federal Excise Officer and other taxes authorities at factory.• Tobacco companies contribute 1/3 of the total excise duty in Pakistan.• Timely month/year-end closing with accruals and provisions.• Submission of full set of monthly accounts trial balance with reconciliation and supporting schedules.• Ensured, Receipts & Payments are made in accordance with PMI policies and procedures. • Ensured that PMI Internal Controls adhered to and reported if deviated for appropriate actions.• Conducted monthly audit of Direct Material and Engineering stores, maintained audit record. • Coordinated/assisted internal auditors for quarterly and statutory auditors for annual audit.Budgeting, costing and reporting. • Supported Factory Manager in compiling annual budget.• Leading the month end costing process in accordance with PMI Budget & Cost Manual. • Reconciliation of Brand wide cost of production statement with the trial balance.• Monthly factory/ brand wide standard costing up-to contribution margins on PMI formats. • Monitored and interpreted Variances to Factory Manager for corrective/preventive actions.• Monitored weekly actual v/s standard, efficiency% & yield% of leaf, making and packing dept.• Monitored unusual trends in Inventories, Labor and Overhead costs for corrective actions. • Preparation of monthly Factory Performance Report for Factory Manager and Head Office on PMI formats.