Vice President - Business Finance

VP - Business Finance

Description:

About the Role

We are building a distributed rural supply chain and commerce ecosystem for Bharat. This role is a true business co-ownerdefining and driving profitability, capital efficiency, and long-term financial strategy.

The ideal leader:

- Can operate at 01 and 110

- Comfortably navigates complex, fragmented supply chains

- Has risk IQ for rural credit and cash-heavy workflows

- Thrives in high ambiguity and rapid scale

Key Responsibilities:

A. Strategic Finance & Business Partnering

- Own long-range business planning, target setting, reforecasting and risk/opportunity analysis.

Deeply partner with Category, Operations, Product & Supply leaders to:

- Create pricing, assortment & rebate strategies.

- Evaluate rural credit models, NBFC partnerships, escrow structures.

- Model distribution expansion (hub economics, demand density, throughput).

- Support M&A opportunities including diligence, valuation, and integration modeling.

- Institutionalize ROI frameworks for marketing, credit, and capex investments.

Outcome: Enable profitable growth, faster decision cycles, and strategic capital allocation.

B. Unit Economics, Performance Measurement & Growth Efficiency

Full ownership of:

- Category P&Ls, region P&Ls

- Contribution margin levels 15

- CAC vs LTV, repeat & retention financial drivers

- Working capital burn & cash conversion cycles

- Build root-cause variance analytics for revenue, cost, and leakage.

Drive productivity improvements across:

- Last-mile logistics & route optimization

- Fill rates, shrinkage, wastage & returns management

- Vendor terms & discounting structures

Outcome: Sustainable gross-to-net improvement, reducing burn per order/hub.

C. Process, Controls & System Design

Set up control frameworks for:

- Rural hub cash operations

- Vendor/partner lifecycle mgmt.

- Dispatch, inventory, reverse logistics

- Field force expenses, fraud risk

- Lead ERP integration, data integrity governance, MIS automation.

- Build standardized SOPs, monthly close cadence, and audit readiness.

- Outcome: Compliance-ready business that scales without leakages.

D. Fundraising, Investor Engagement & Board Reporting

- Co-lead funding processes: investor narratives, valuation models, diligence.

- Run board reporting: performance packs, business outlook, strategic updates.

- Develop capital allocation frameworks aligned with growth priorities.

- Outcome: Strong investor confidence and capital efficiency.

E. Treasury, Credit & Compliance Leadership

- Oversee all statutory filings: GST, IT, ROC, audit, internal controls.

Design and manage:

- Vendor credit terms and payouts

- Inventory financing, NBFC tie-ups

- Treasury operations & hedging (where needed)

- Ensure zero tolerance on compliance lapses.

- Outcome: Optimal liquidity with minimal risk exposure.

Success Metrics

- Contribution Margin Improvement QoQ

- Reduced Working Capital Cycle and cash burn

- Cost-to-Serve Optimization across supply chain

- ERP / MIS adoption, reduction in reporting errors

- Investor satisfaction (timeliness, accuracy of reporting)

- Internal control maturity and audit compliance