Regional Chief Financial Officer - Manufacturing Firm

Role brief:

- The Regional Business Finance Lead will be the 'ears and mind' of the CEO wrt. the profitability and governance of the business. The RBFL is a 'core business partner' to the Business CEO.

The key focus areas of the role will include:

1. Profitability

a. Jointly responsible with CEO for delivering on the top-line and bottom-line (PBT and IRR) goals of the business / region wrt:

(1) Development

(2) Hospitality & Property Management - HPM / Operations

(3) Any other relevant P/L which falls in the business / region

b. Identifying opportunities for improvement in profitability, basis analytical approach including external and internal benchmarking, as well as best practice study. Aligning with CEO on these opportunities and driving implementation. Key focus area for profitability improvement will include:

(1) Pricing

(2) Construction Costs

(3) Sales & Marketing costs

(4) Other Overhead & People costs (including productivity and insourcing v. outsourcing)

(5) Hospitality & Property Management Costs

c. Working closely with the core leadership of the region: CEO, COO and Market head-Sales to strategically align on the region's direction on growth and profitability.

2) Business Planning & Reporting: In consultation with "Core Leadership" and Group Finance

a. Set KPIs (Sales, Profitability, New business added, Reputation & ESG scores) and track / report against performance thereto

b. Prepare annual, short term & medium term business plans and track performance and improvement measures.

3) Governance

a. Ensuring that one picture on the business's performance (topline and bottomline) is available in system-based manner (and almost real time) for business/region as well as Group. Gain confidence of the various leaders in the business as well as Group leadership on the quality and authenticity of the information and ensure that they stop putting effort to create their own versions of the business' performance.

b. Ensuring appreciation / understanding of the TEP & POSH policies amongst all associates & vendors / CPs in the business / region.

c. Co-ordinating with Internal Audit team on the auditing of the processes and functions in the business / region, highlighting / sharing of learnings, and driving the process / policy updates to prevent recurrence of leakages from gaps which have already been identified.

d. Working closely with the Intelligence team to identify transgressions and take actions as per TEP / POSH policies.

4. Accounts

a. Finalizing quarterly / annual accounts of the Business (working with Group Finance function) as per guidelines framed by Group CFO.

b. Working with Group's Accounts Payable and Receivables team on process and/or implementation issues / gaps e.g. bills are being booked to right head in the P/L.

c. In case of businesses involving ongoing invoicing and collections (e.g. HPM, Retail, Project Management), ensuring that: (1) Invoicing is done in timely manner (2)

- Receivables are tracked and action taken (in discussion with Business) on ensuring that >90 day receivables are ~0 (3) Developing and implementing policies wrt. interest (and waivers thereto) on delayed payments

d. In case of 'cost+' arrangements (e.g. HPM, Project management), ensuring that relevant cost information is available in professional and transparent manner at intervals as may be customary. Any disputes with the customer should be closed through discussion (by CEO/CFO/concerned business leader) no later than 60 days from the date of the said accounts being made available to the business.

5. Commercial

a. Setting up and controlling processes followed by region's commercial teams (construction, HPM, Business Strategy etc.).

b. External and internal benchmarking on costs and sharing that information with the relevant teams and giving them appropriate commercial improvement targets.

c. Serving on the relevant Commercial / Procurement committees d. Governance of Debit (& debit waiver) policy.

6. Communication

a. Communicate actively with Group on the opportunities and challenges in the business.

b. Communicate actively within the business on the opportunities, challenges, improvement areas and competitive environment. Finance has to lead by gaining confidence and inspiring ideas, not be a backroom 'bean counter'.

c. Communicate on issues impacting Profitability / Governance / Commercial / Accounts with all concerned stakeholders (including external and/or internal) to achieve desired business outcomes.