Ramhar Balakirishan, MBA

•Acted in a Team Lead capacity; leading projects & forecasting for a team of 6, ensuring alignment with business strategy •Led divisional re-org project, defining scope and setting milestones for seamless end to end implementation, while working collaboratively with cross-functional teams and ensuring effective stakeholder and goal-oriented management, enabling the creation of the new Strategy and Operation Plan for Division •Led comprehensive forecasting process throughout the financial planning cycle, using financial and statistical data to develop financial models and scenarios, enhancing accuracy and integrity of business and financial data by 10% •Monitored business plans, and synthesized data to prepare a variety of scenario analyses to provide business and financial advice to clients on policies and financial practices, aligning strategic initiatives to organizational goals •Led MYP (Multi-Year Plan) for organization: gathering data, working cross-functionally, and consulting various units to effectively prepare and present briefing notes, policies and presentations to senior management and Treasury Board

•Led budget process and all client correspondence while simultaneously taking the roll-up of all divisions to perform the sectoral allocation calculation for FSCO with variance analysis; ensuring methodology of allocating direct costs and overhead costs to FSCO regulated sectors is accurate •Prepared divisional briefings and presentations to present to program area management and the Executive Committee on financial performance/potential issues while simultaneously conducting scenario analyses for each program area to provide market analysis, financial planning and forecasting recommendations to management •Played a major role in Project Review, Renewal and Transformation (PRRT) process by consulting divisions for project plans, forecasting costs for out-years, and presenting roll-up of Company-wide forecast to management

• Identified inefficient management processes within a business portfolio, analyzed issues and created a process to link communication with builders to receive timely data , increasing billing of the business by 72% • Led SMS (Sub-Metering Solutions) project to successfully setup this business portfolio for acquisition, gathered data from a variety of sources to create a master file that can be used to track, manage and account for SMS transactions • Consistently provided senior associates with financial analysis and data driven recommendations to effectively make appropriate management decisions; analyzed delinquent account data to identify problems in timely billing

•Presented with “Above and Beyond” award by CFO to recognize outstanding performance, agile learning and stewardship; led cost reduction, new/accurate/efficient processes in FP&A, and recommendations seen below •Drove down Bad Debt by $1mil (50%); pioneered relationship with billing to dissect accounts at granular level instead of focusing on larger accounts based on CFO’s high level knowledge, driving accuracy/mitigating audit risks •Led Fixed Asset count and minimized write-off to <0.1% of $10mill assets; pioneered meetings with Function Leaders, delegated asset ownership to drive action; and implemented a new, efficient Tag Identification System •Led stewardship and cost savings projects simultaneously: Fixed Asset/Inventory Count, Cost Saving Initiative, SR&ED Claim working with multi-functionals; Marketing, Sales, Product Management, Engineering, Customers •Aided in a variety of internal audits while creating financial reports for Internal and External parties and supporting onsite Plant Analysts with financial analysis; identified and fixed errors in prior Third Party Transaction reporting

•Identified inefficiencies in claim entering process, analyzed different alternatives and recommended a new strategy to automate the process; developed and implemented the automation program, increasing efficiency by 200% •Exhibited leadership by managing one of many Broker Agencies for motorbikes, coordinating all transactions through the broker and Aviva; new business accounts, insurance claims, renewals and modifications to accounts •Served as a leader by training new employees and provided continuous guidance to peers and clients; created a job shadowing process, ultimately saving 88% of new hires learning time allowing them to make an immediate impact

•Efficiently used supply chain management systems to manage and monitor production performance progress while effectively managing brands such as MAC, Sephora, Ulta and more •Analyzed and evaluated cycle times, minimum number of workers and critical operation paths to optimize the process for each assembly line using a variety of processes learned in Statistics and Operation courses, helping improve line production capacity by 10%