Alok Kumar

- Overseeing finance operations for 3 Business units, including their 5 integrated manufacturing facilities, a R&T facility, and corporate function with a team strength of about 20 resources, aiming to grow INR 2000 crs revenue by 3x in the next 5 years. - Collaborating with the Management Council including Business Heads and CFO for long terms and short terms financial strategies. This involves forecasting growth trajectory for BU, identifying growth opportunities, and risk minimization plan. Outputs are 3-5 years strategic plans, annual budgets, quarterly, and monthly forecasts. - Working closely on strategic projects with Big 4 firms, monitoring their impacts, and providing intervention as needed. - Providing financial analysis to guide decision-making process for Capex requirements, product pricing proposals, and additional analysis as required. - Leading periodic MIS and conducting financial review with BU heads and Managing Director, covering P&L, cash flow, working capital, Capex, and other agenda to achieve targets. - Identifying and driving cost reduction initiatives and working capital improvement across business. - Monitoring and balancing cash flows into and out of a business to meet obligations and optimize investment. - Developing and streamlining effective SOPs for finance functions to ensure strong internal financial control across all site operations. - Bringing automation and analytics into mainstream of finance using relevant BI tools.

1. Business partnering for INR 5,500+ crs Global inventory to bring inventory coverage from 170+ days to 160 days. 2. Evaluate INR 2,000+ crs purchase requisition & INR 200+ crs inventory disposal proposal. 3. Monitor inventory coverage analysis and expiry profile across RMPM & FG to identify write off risk and engage with CFT for salvage opportunity. 4. Identified waste across organization and implemented Global CoPE (Cost of Poor Execution) MIS to monitor INR 500+ crs cost impact and business partnering to reduce it by INR 100 crs. 5. Managing INR 400 crs+ Export/Import freight and driving rate negotiation with vendor along with logistic team to being freight savings through long term rate contracts. Monitor inventory coverage analysis and driving INR 50+ crs cost saving through optimizing sea shipment vs air. 6. Monitor INR 600 +crs plant wise idle cost & capacity utilization. Evaluate inter-unit / inhouse product transfer proposal on capacity and cost front to reduce idle cost by 2% on operating cost. 7. SCM SPoC for process simplification and automation. Key achievement. o Inventory: Global Inventory dashboard to monitor real time inventory performance vs last year/target. Finished goods dashboard to monitory GRN and expiry profile across geography for timely liquidation, RMPM dashboard to monitor INR 500+ crs slow moving inventory reason analysis and salving plan across plant/cluster. o Shifted from paper-based inventory destruction & disposal approval format to e-format across PAN India manufacturing plant for managing 10,000+ request annually. Eliminated 50k+ page printing and man hours saving in follow-up/physical sign off/scanning etc. Ensured 100% DOA compliance and real time status tracking. o Export freight dashboard covering exception analytics like unusual freight % on invoice, air shipment instead of sea to Cipla’s subsidiaries, underutilized container matrix across business geography, time gap in dispatch vs GRN at export depot.

1. Derived growth agenda -> Implemented a team strength of 15 resources to support finance operation of newly acquired entities in North America. 50%+ resources are qualified CA with 3-6 years’ experience. -> Implemented below IT enablers to cope up with increasing business volume and complexities a) SAP and Vistex module for two entities including pricing condition in SD module for invoice wise auto GTN sales accruals accounting, month end sales and cogs cutoff reversal. b) Improved account receivable clearing efficiencies by 4x through inhouse auto AR clearing program to handle 10k+ record per transaction and saved ~INR 80 lacks consultancy charge for automation. c) Claim Management System to enable 120+ monthly customer’s claim status tracking, DOA compliance and dispute management. -> Implemented in-house transition of GTN claim validation process from 3rd party and saved ~USD $120k annual charge. -> Managed transition of monthly Govt price compliance and quarterly claim processing of USD $25mn+ to 3rd party. -> Created SOP’s for Gross to net sales accounting and true-up. -> Evaluated business acquisition proposal for GTN structure, liability exposure, and working capital funding requirement. 2. Revenue: Responsible for $1.5Bn GTN sales accounting. Reported sales performance vs target/LE. 3. Contracts: Calculated financial impact due to new contract terms/revision. Implemented reduction in WAC to contract price spread which has helped $15mn release of working capital. 4. Customer’s profitability: Circulated monthly customer-products wise GTN Sales & Gross Margin performance trend to Business Head for rationalization/profit optimization initiative. 5. Dispute management: Audited $300mn+ (~1500 #) customer’s claim, derived dispute negotiation with customer. Helped organization to get $3 Mn savings consistently for 3 years. 6. Implemented account receivable purchase agreement with bank for $85mn early collection and improved working capital.

1. Responsible for doing monthly GTN Sales accounting with 4 directs reports ($1.5Bn gross annual sales). 2. Circulated periodic MIS including Sales vs target/Latest estimate, P&L performance for business operational review, and business partnering for driving various business initiative to achieve target. 3. Developed Standard Operating Practice document for GTN Sales accounting ensuring IFC controls are in place. 4. Implemented SAP-HANA and Tableau based dashboard for big data analytics & MIS Reporting.

1. Responsible for preparing, analyzing, and reporting business performance. Participating in business operation review, quarterly analytical review with Global CFO, monthly Planners’ Forum etc. 2. Budgeting: Prepared annual P&L budget and various cuts for business segment and manufacturing plant. 3. Sales MIS: Daily G2N sales reporting, monthly sales MIS with variance analysis - Budget/Latest Estimate/Previous period. 4. MIS: Circulated monthly MIS consist of sales performance, P&L performance, variance analysis, latest business estimate, DSO, Inventory write off risk, back order, IMS market share movement etc. 5. Profitability analysis: Prepared monthly product-customer profitability analysis and highlighted low/negative margin products for rationalization and profitability optimization. 6. Business partnering: Prepared quarterly profit/royalty share statements, variances analysis to business partner and audit’s support. Reviewed key customer agreement terms for standardization. 7. Transfer Pricing: Preparation of segment P&L projection, transfer pricing fixation and revision to avoid quarterly debit/credit notes for maintaining required net profit at entity level. Supported IRS audit.

1. Visited international business geography (India, USA, Russia, Mexico), performed risk assessment of business process (PTP, OTC, RTR, Inventory, PPE, Payroll) and implemented mitigation plan. Prepared consolidated Risk & Control Matrix (RACM) and Process Flow Diagram for process standardizing at organization level. 2. Conducted periodic audits as per SOX document and prepared quarterly audit committee presentation

1. Conducted assignment like Statutory audit, Tax audit, Internal audit, income tax & ROC return filing. Major clients include Indian Oil (Refinery and R&D), IFCO (Mfg. Plant), MTNL (Capex & Planning), HUDA (Agricultural), LT Food. 2. Undergone 3 months’ professional skills development program organized by ICAI & National Institute of Financial Management (NIFM), Faridabad (an autonomous of Ministry of Finance) - Jul’09 to Sep’09.