Chartered Accountant with a bachelor degree in Law & Commerce having 25+ years of experience in diversified manufacturing and service sectors - global business operation with multi-billion-dollar revenue - listed & unlisted.

1. RESUME PAGE 1 OF 6
SANJAY BOKADIA
SANJAYBOKADIA@YAHOO.CO.IN
MOBILE: +91 9867374066 | MUMBAI, INDIA
LINKEDIN: https://www.linkedin.com/in/sbokadia/
SENIOR FINANCE & GENERAL MANAGEMENT PROFESSIONAL
Chartered Accountant with a bachelor degree in Law & Commerce having 25+ years of experience in diversified
manufacturing and service sectors - global business operation with multi-billion-dollar revenue - listed & unlisted.
▪ Partnered with the leadership team to shape strategic direction, develop, and execute business strategies, drive top-line &
bottom-line growth, increase resource productivity, reducing cost, improve financial ratio and operational efficiencies.
▪ Developed financial strategies, evaluated risk, and implemented strategic initiatives aligned to business goals and priorities.
Advised management on opportunities for profit maximization, resource prioritization and contract negotiations.
▪ Provided business support through financial analysis, performance evaluation and financial justification for decisions.
Tracked strategic & tactical plans, performed root cause analysis and recommended action to improve financial performance.
▪ Monitored the monthly financial performance, cash flow and KPIs against the budget, forecast and annual operating plans.
Led the cost control initiatives and establish a robust cost leadership mindset to drive cost control and optimization.
▪ Developed tools and process for effective planning, budgeting & forecasting. Assessed the investments and long-term
business impact, build detailed financial models, create agile and integrated financial plans for multiple scenarios.
▪ Created predictive and multi scenario planning to predict the business growth and direction, simulate the impact of different
variables, and determine the best course of action to achieve the strategic goals.
▪ Contributed significantly by providing meaningful business intelligence, standardization and verification of financial, and
external data, market trends and competition to uncover the in-depth insights to predict the impact of potential decisions.
▪ Aligned corporate strategy with execution. Identified new revenue opportunities and monitored performance across sales,
expenses, profit, working capital and cash flow on an ongoing basis. Answered queries & translate numbers into a narrative.
▪ Developed stakeholder management strategy, engagement, and communication plans, identified key stakeholders, defined
stakeholder expectations, and formulated stakeholder grievances resolution mechanism.
CORE SPECIALIZATIONS
Strategic Planning | P&L Management | Fund Raise | M&A | Treasury | Taxation | Investor Relations | Internal Audit | Budgeting
& Forecasting | Legal & Corporate Laws | Contract Negotiation | Governance & Risk Management | Tax & Statutory Compliance’s
INDUSTRY EXPERIENCE
Hospitals: Surya Hospitals & Fortis Healthcare | Copper Alloys - Pipe, Tube & Coils: Mercure Metals | EPC & Building Materials:
Al Fara’a Construction Group | Telecommunication: Vodafone & Tata Communication | Pharma Ancillary - Capsules, Films, Foils
& Inspection Systems: ACG Worldwide | Paper/Floriculture: Mahadev Paper & Deccan Flora |Financial Services: DPR Capital
CONSULTING EXPERIENCE
IT (Product/Services/SaaS), Health-Tech, Wellness, F&B, Industrial Valves, Robotics & Industrial Automation, Solar Energy,
Medical Rehabilitation Products, Agri-Commodity Trading, Marbles/Granite Stone Processing, Handicraft Export, etc.
PROJECT UNDERTAKEN
▪ Strategic Planning: Developed long-term strategic business plans: Surya Hospitals (3 Years), Mercure Metals (5 Years), Al
Fara’a (3 Years-EPC & RMC), Fortis Healthcare (3 Years - 14 Hospitals), ACG Worldwide (5 Years-Capsules & Engineering).
▪ Business Plans/Business Case: Developed 30+ detailed business plans for new projects/businesses. Developed over 100+
business cases for new initiatives justifying investment and long-term impact on the business.

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▪ Fund Raising: Mobilized debt funding of USD 1+ billion: USD 500m+: Fortis Healthcare, USD 280m+: Al Fara’a Construction
Group, USD 180m+: DPR Capital Advisors, USD 8.5m: Indigo Metals & USD 5m: Mahadev Paper & Deccan Florabase Ltd.
▪ M&A, JV & O&M: Played lead role: USD 20b (Hutch Essar-Vodafone Plc), USD 160m (Fortis-Wockhardt Hospitals), USD 369m
(Tata Communication-Tyco & Teleglobe), JVs (Fortis-Cauvery) and Mercure Metals (Indigo Metals & MTC Business Group).
▪ Taxation: Developed tax planning strategies to claim depreciation on the acquisition goodwill-USD 90m (Fortis). Developed
tax efficient legal entities structure-IT MNC (DPR Capital). Implemented Transfer Pricing-Custom Capsules (ACG Worldwide).
▪ Business Restructuring: Implemented merger/de-merger of 20 group entities (ACG Worldwide). Played lead role in de-
merger of land & building (Fortis Healthcare) and de-merger of 30K Towers (Indus Tower-JV-Vodafone, Airtel & Idea).
▪ Business Turnaround Successfully executed business turnaround plans: Surya Jaipur Hospital in 6 months, Indigo Metals in
12 months, Fortis Healthcare (Four 50 beds hospitals in 9-15 months) & Al Fara’a-MEP & Aluminum division in 6 months.
▪ IPO & Shared Services: Played lead role in finalization of DRHP: Hutch Essar IPO of USD 2b (2006) & Deccan Flora base of
USD 5m (1999). Played lead role in negotiating for setting-up shared services in collaboration with Infosys (Fortis Healthcare).
▪ ERP: Integrated HIMS with Oracle. Implemented HIMS for 3 hospitals (Fortis). Implemented Hyperion Essbase (Hutch Essar).
Implemented MS NAV for Unibeton RMC (Al Fara’a). Supported implementation of SAP FI Modules (Tata Comm & ACG).
▪ Capex/Contracts: Managed Capex (USD): 30m (ACG), 60m (Al Fara’a), 100m (Fortis), 2m (Mercure) & 3m (Surya). Monitored
capex of USD 50m PM (cell sites-Hutch/Vodafone). Negotiated 100+ high value contracts - sales, supply and services.
▪ IFRS, USGAAP & SOX: Finalized Consolidated USGAAP Accounts of 50+ WOS, (Tata Comm) and IFRS & USGAAP Financial
Statements of 48 legal entities (Vodafone India). Prepared 20F annual reports and implemented SOX/404 (Tata Comm).
▪ Technical Accounting: revenue recognition, business combination, segment reporting, impairments, retrial benefits,
significant subsidiaries, ARO, construction & insurance contracts, ASC 606, leases, ESOPs, (ACG, VI, TCL & As Consultant).
▪ Systems, Processes & Policies: Developed accounting & financial policies, SOPs, simplified and standardized processes,
including process re-engineering and automation (R2R, P2P & O2C) and implementing DOA to improve financial controls.
Presently working as freelance Finance Consultant, assisting clients in fund raising, debt re-financing, capex, and investment
management, planning and budgeting, cash flow management, taxation, internal audit, and part time CFO (Start-Ups & SMEs).
EMPLOYMENT HISTORY
Surya Hospitals Group Mumbai, India July 2020 – July 2021
35 years old, PE funded, reputed chain of hospitals, recognized for its best-in-class mother & child care services (Obstetrics,
Gynecology, IVF, PICU & NICU care) with 500+ operating beds across Mumbai, Pune & Jaipur (https://suryahospitals.com/).
Chief Financial Officer
Reported to the Group CEO and directed a team of 35 (8 Direct Reports). Led finance, accounting, treasury, tax, planning,
budgeting, forecasting, M&A, internal audit, procurement, legal & corporate laws, credit control, risk management & IT.
Key Achievements:
▪ Formulated internal & external stakeholders management strategy, resulted in improved collaboration & business impact.
▪ Navigated covid crisis by scenario-based planning & identifying revenue growth avenues-added 4 new medical programs.
▪ Developed 3 years strategic plan (FY 2022-2025): Target 30% CAGR revenue growth with 20% consolidated EBITDA margin.
▪ Finalized budget for 4 hospitals and led quarterly rolling forecasting process based on robust assumptions, data & insights.
▪ Successfully turnaround Jaipur Hospital to EBITDA+ in 6 months through operational excellence and cost optimization.
▪ Cost saved: SG&A (USD 0.7m) and pharma/consumables procurements (USD 1m) by cost control and supplier negotiation.
▪ Reduced revenue leakages by 1.2% (USD 0.4m) & TPA rejection by 2.8% (USD 0.5m)-revenue assurance policies/processes.
▪ Negotiated physician fee contracts & reduced fee by USD 0.9m. Negotiated New TPAs/corporate empanelment (USD~3m).
▪ Analyzed health package pricing, identified opportunities to increase price, resulted in improved revenue yield by 6%.
▪ Reduced discount by 2% from 10 TPAs/Corporates. Evaluated proposals & shortlisted-path lab outsourcing- all hospitals.
▪ Evaluated 5 HIMS Systems and shortlisted HIMS software application and vendor. Developed HIMS implementation plan.

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▪ Reduced DSO to 30 days (50 days) by and inventory holding to 15 days (30 days)- weekly monitoring & corrective actions.
▪ Achieved GRC Score >85% by developing and implementing risk based internal audit plan and programs. (BDO India)
▪ Evaluated 3 O&M opportunities (Mumbai & Nasik). Led bed capacity expansion at Mumbai, Pune & Jaipur hospitals.
▪ Month end closed by 1st
, MIS reporting, performance analysis & business commentary by 3rd of month end (All Hospitals).
▪ Finalized accounts, resolved audit queries & completed annual audit (standalone & consolidated) by 15th
May (KPMG).
▪ Developed monthly compliance checklist and ensured 100% tax, legal, statutory, and internal policy compliances.
▪ Developed robust succession planning. Put in place career development plans for key finance roles and teams.
DPR Capital Advisors Pvt Ltd Mumbai, India July 2017 – June 2020
Co-founded corporate finance & business consulting firm, providing services in the areas of project funding, structured finance,
M&A, due diligence, investment management, corporate restructuring, start-ups incubation, tax and virtual CFO services.
Director-Corporate Finance
▪ Led projects-debt syndication, structured trade finance, M&A & due diligence support, investment management, corporate
restructuring, start-ups incubation, internal audit, domestic & international tax advisory and virtual CFO services.
▪ Worked with clients across IT(Product/Services/SaaS), Health-Tech, Wellness, F&B, Industrial valves, Robotics & Industrial
Automation, Renewal Energy, Medical Rehabilitation Products, Agri-Commodity, Marbles/Granites & Handicraft Export, etc.
Key Achievements:
▪ Arranged debt funding of USD 180m (various clients) & executed debt refinancing projects of USD 80m for 6 SME clients.
▪ Advised two SME IPOs planning & readiness projects. Implemented three capital & balance sheet restructuring projects.
▪ Supported 15+ SMEs & Start-ups as part time CFO (F&B, IT, Metals, Health-Tech, Engineering, Medical & Handicraft, etc.).
▪ Developed 3 to 5 years strategic plans for clients- IT, Real Estate, Robotic & Industrial Automation, and Industrial Valves.
▪ Delivered 20+ projects in business planning, strategy, growth, expansion, diversification, capex & investment management.
▪ Developed tax efficient legal entities structure-IT MNC. Managed 50+ tax planning, investment & tax assessment projects.
▪ Delivered 30+ assignments in internal audit, special purpose audit, process review & automation and financial controls.
▪ Assisted 10+ clients in development of financial policies, SOPs, DOAs, MIS System, CEO dashboard & compliance checklist.
▪ Developed 14 project reports and performed feasibility study. Drafted and reviewed 200+ Business Contracts.
▪ Led cost optimization and process improvement projects for three clients, delivering cost savings of USD 1.2m.
Mercure Metals & Alloys Pvt Ltd (FKA-Indigo Metals) Mumbai, India Jan 2013 – June 2017
40 years old and ISO 9001:2008 certified manufacturer and exporter of copper and copper alloys products, providing
metallurgical solutions to ACR, Heat Exchanger, Medical Gases, O&G & Ship Building sectors. (https://www.mercuremetals.in/).
Chief Financial Officer
Reported to the MD and directed a team of 30 (6 Direct Reports). Led finance, accounting, treasury, tax, planning, budgeting,
forecasting, fund raise, internal audit, procurement, legal, corporate laws, import, export, risk management and IT.
Key Achievements:
▪ Developed 5 years strategic plan (FY 2014- 2018): Target 25% CAGR revenue growth with 18% EBITDA margin.
▪ Achieved 18% CAGR revenue growth and EBITDA of 14% (FY13 - 9%). Improved sales price realization by 9% (per kg).
▪ Finalized budget (product wise) and led quarterly forecasting based on robust assumptions, data & business insights.
▪ Reduced fabrication cost (melting, drawing & extrusion) by 3.5% (per kg). Achieved SG&A cost savings of USD 0.4m.
▪ Liaised with banks and negotiated long term debt restructuring of USD 8.5m. Raised additional funding of USD 2m.
▪ Instrumental in finalizing JV agreement with Mercure Metals, a group company of MTC Business Group (USD 1+ b).
▪ Boosted capacity utilization to 60% (40%) by adding new products and start of contract manufacturing-Mother Tubes.
▪ Developed & implemented credit policies. Led credit term & volume discount negotiation with 30+ distributors/dealers.
▪ Reduced DSO to 40 Days (from 70) and finished goods inventory to 10 days (from 15) by weekly monitoring and analysis.
▪ Instrumental in resolving 5 years old pending Income Tax & VAT litigation by timely representation with tax authorities.

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▪ Developed cost accounting system. Performed demand led product pricing strategies for domestic and export market.
▪ Month end closed by 1st
& MIS Reporting by 3rd of month end. Completed annual audit of all companies by 30th June.
▪ Developed monthly compliance checklist and ensured 100% tax, legal, statutory, and internal policy compliances.
▪ Developed robust succession planning. Put in place career development plans for key finance roles and teams.
Fortis Healthcare Ltd Bengaluru/Gurugram, India Dec 2009 – Jan 2013
Leading Chain of Hospitals. I was responsible for 14 multi-specialty hospitals - 2,000+ beds (https://www.fortishealthcare.com/)
CFO-West, South & East Region (Dec 2009 - June 2012) | VP-Corporate Finance (July 2012 - Jan 2013)
Reported to the CEO and directed a team of 150 (12 Direct Reports). Led finance, accounting, treasury, tax, planning, budgeting,
forecasting, fund raise, M&A, JV, O&M, internal audit, legal & corporate laws, capex management, contract negotiation-
TPAs/AMC/CMC/Supply & Services, billing & credit control, governance & risk management, and IT.
Key Achievements:
▪ Developed 3 years strategic plan (FY 2011-2013): Target 40% CAGR revenue growth with 25% consolidated EBITDA margin.
▪ Formulated internal & external stakeholders management strategy, resulted in improved collaboration & business impact.
▪ Played led role in negotiating USD 160m Wockhardt Hospital M&A. Successfully Integrated acquired hospitals in 3 months.
▪ Finalized budget for 14 hospitals and led quarterly rolling forecasting process based on robust assumptions, data/insights.
▪ Achieved 30% CAGR revenue growth and consolidated EBITDA of 15% (FY10: 11%), despite start-up losses of Kolkata.
▪ Mobilized debt funding of USD 500m (TL, FCTL, SBLC, NCD, CC & CP) for business acquisition, expansion & working capital.
▪ Co-led setting-up 387 beds green field hospital at Kolkata. Led capacity expansion at 5 hospitals (capex of USD 50m).
▪ Successfully signed JV deal with Cauvery Hospital, Mysore. Assessed 5+ potential acquisitions, JV & O&M opportunities.
▪ Managed 14 hospitals financial operations with negative working capital for 2 years (Interest savings of USD 1m pa).
▪ Partnered with COO & Facility Director and successfully turnaround four 50 beds hospital to EBITDA+ in 9 to 15 months.
▪ Analyzed health package pricing, identified opportunities to increase price, resulted in improved revenue yield by 4%.
▪ Cost saved: SG&A (USD 3m). Negotiated physician fee contracts and reduced doctor’s fee cost by 1.5% (USD 1.4m pa).
▪ Reduced revenue leakage by 0.4% (USD 0.4m) and TPA rejection by 2.5% (USD 0.9m) by robust revenue assurance policies.
▪ Negotiated New TPAs/corporate empanelment’s (USD ~25m). Reduced bill discount by 2.5% with 3 TPAs (~70% Business).
▪ Negotiated contracts of path lab outsourcing for five 200+ beds hospitals with SRL, resulted in improved margins by 12%.
▪ Integrated HIMS billing with Oracle. Evaluated and led implementation of new HIMS Systems at 3 200+ beds hospitals.
▪ Reduced DSO to 25 days (from 50 days) and inventory holding to 21 days (from 40 days) by weekly monitoring & analysis.
▪ Developed tax planning strategies and formulated grounds to claim depreciation on the acquisition goodwill (USD 90m).
▪ Played key role-legal entity restructuring, de-merger of land & building, REIT listing (SGX) and shared services project.
▪ Achieved GRC Score >90% by developing and implementing risk based internal audit plan & programs (Grant Thornton).
▪ Month end closed by 1st and consolidated MIS reporting and business commentary by 3rd of month end (all Hospitals).
▪ Completed limited review by 15th of quarter end and annual audit (standalone & consolidated) by 30th April (Deloitte).
▪ Developed monthly compliance checklist and ensured 100% tax, legal, statutory & internal policy compliances (all SBUs).
▪ Developed robust succession planning. Put in place career development plans for key finance roles and teams.
Al Fara’a Construction & Industrial Group Abu Dhabi, UAE Sept 2008 – Aug 2009
EPC, RMC, Real Estate, Precast & Steel Structures, Electromechanical, Glass & Aluminum (http://www.alfaraagroup.com/).
Vice President-Group Finance & Operation
Reported to the CMD and directed a team of 25 (11 Direct Reports). Led Finance, Strategic Planning, Project Operation, Project
Bidding, Contract Negotiation, Cost & Management Reporting, Billing & Credit Controls, Risk Management & IT.
Key Achievements:
▪ Developed 3 years strategic plan (FY 2009-2012): Target 20% CAGR revenue growth with 15% consolidated EBITDA margin.
▪ Developed detailed business plan to start of India business/operation and new glass and aluminum plant at Abu Dhabi.

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▪ Navigated business in real estate market crash. Shaped strategic direction to focus on projects with fast cash conversion.
▪ Mobilized debt funding of USD 280m-property development, ready-mix and expansion of glass & aluminum business.
▪ Finalized budget for 11 SBUs and led quarterly rolling forecasting process based on robust assumptions, data & insights.
▪ Developed cost management & pricing strategies across all 11 SBUs, resulted in improved net profit margin by 2.5%.
▪ Restructured project planning & cost estimation functions, resulted in improved visibility and control over overheads.
▪ Worked on 50+ new projects bidding, including finalization of BOQ, cost escalation, direct & indirect cost projections.
▪ Saved SG&A cost of USD 2m PA. Introduced in-house labour outsourcing to improve wage cost and labour productivity.
▪ Acted as project lead for implementation of MS Navision for Unibeton Ready Mix (Al Fara’a Construction Group).
▪ Finalized project/SBUs wise MIS reports, analyzed performance & business commentary by 5th of month end (all SBUs).
Vodafone India Ltd (FKA-Hutch Essar) Mumbai, India July 2006 – July 2008
India’s leading telecom service provider with presence across 23 circles and part of Vodafone Plc (http://www.vodafone.com/).
Head (DGM)-Corporate Finance & Accounts
▪ Reported to the EVP - Finance and directed a team of 10 (3 Direct Reports). Led Group Financial Reporting, Controls &
Compliance, MIS & HQ Reporting, Variance Analysis, Capex Reporting, M&A, Integration & Special Corporate Projects.
▪ Performed technical accounting analysis (IFRS & USGAAP) and developed 20+ detailed position notes for statutory auditors-
revenue recognition, retrial benefits, ARO, business combinations, assets and goodwill impairment, leases, derivative, etc.
Key Achievements:
▪ Core team member of Hutch-Vodafone USD 20b M&A, including minority stake acquisition from Hinduja & Kotak Group.
▪ Completed M&A integration in 2 months’ time. Implemented Vodafone Plc financial reporting systems across 23 circles.
▪ Finalized 3 years consolidated USGAAP Accounts (48 legal entities-related to India business) for planned overseas listing.
▪ Played lead role in de-merger of 30K telecom towers (Creation of Indus Tower, a JV between Vodafone, Airtel & Idea).
▪ Monitored USD ~50m capex per month (cell sites/tower), including supervising month end capitalization process.
▪ Played lead role in implementing Hyperion Essbase System and integration of different billing systems of acquired entities.
▪ Streamlined revenue recognition and customer acquisition cost (CAC) amortizations policies in line with IFRS & USGAAP.
▪ Month end closed on 1st, finalized 23 circles & consolidated MIS reports by 3rd & HQ reporting by 5th of month end.
▪ Completed LR in 7 days form quarter end and annual audits by 15th April - Standalone & Consolidated (PwC/Deloitte).
▪ Developed monthly compliance checklist and ensured 100% statutory and internal policy compliances (all entity/circles).
Tata Communication Ltd (FKA-VSNL) Mumbai, India May 2005 – July 2006
A global company providing enterprise communication services across 200 countries (https://www.tatacommunications.com).
Sr. Manager-Corporate Finance & Accounts
▪ Reported to the VP-Finance and directed a team of 5 (2 Direct Reports). Led Group Financial Reporting-IGAAP & USGAAP,
Controls & Compliance, SOX, SEC Reporting, MIS, Variance Analysis, FA/Capex Control, M&A, due diligence & Integration.
▪ Performed technical accounting analysis (USGAAP) and developed 10+ detailed position notes for statutory auditors-revenue
recognition, retrial benefits, ARO, business combinations, assets, and goodwill impairment, accelerated depreciation, etc.
Key Achievements:
▪ Played lead role in M&A transaction support and financial system integration of Tyco, Teleglobe and three domestic M&A.
▪ Led PPA & fair value accounting, recognition and valuation of intangibles assets, undersea cable network, land & buildings.
▪ Finalized consolidated accounts of 50+ WOS (IGAAP & USGAAP). Completed annual audits by 30th
June (Deloitte India).
▪ Led preparation, finalization and filing of 20F with SEC. Supervised collation of information and filing of 6K with SEC.
▪ Dealt with SEC to resolved SEC staff queries on segment reporting, significant subsidiaries, and accounting of associates.
▪ Instrumental in planning and implementation for SOX/404 project, including certification of internal control environment.

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ACG Worldwide (Associated Capsules Group) Mumbai, India Sept 2002 – Oct 2004
15 global manufacturing facilities-world largest manufacturer and suppliers of empty hard gelatin capsules, films & foils,
engineering, and inspection systems to pharma industry across the world (http://www.acg-world.com).
Manager-Corporate Finance & Accounts
Reported to the CFO and directed a team of 3. Assisted CFO in Corporate Finance, Financial Planning, Budgeting, M&A, Due
Diligence, Corporate Restructuring, Internal Audit, MIS, FX & Insurance Risk Management & Technical Accounting Analysis.
Key Achievements:
▪ Implemented corporate restructuring (merger & demerger) involving 20+ group legal entities U/S 391-394 (2004)
▪ Performed detailed due diligence of 3 potential acquisitions in gelatin and capsule manufacturing sectors.
▪ Led financial transition projects: Sales Tax to VAT, Deferred Tax-AS22 & Transfer Pricing Documentation-Custom Capsules.
▪ Developed 5 years strategic plan, investment, & forex risk management/hedging policies to protect margin and cash flow.
▪ Restructured Group Insurance (Assets & Liability). Negotiated the risk cover and achieved ~20% savings in premium cost.
▪ Developed and implemented risk based internal audit plan & programs for all business divisions (SJ Thadani & Co).
▪ Developed monthly compliance checklist and ensured 100 statutory and internal policy compliances (all entities).
Mahadev Paper/Deccan Flora base Ltd Mumbai, India Jan 1995 – Sept 2002
Largest distributor of papers of ITC and Century Paper Mills. Deccan Flora, a leading floriculture export house in India.
Manager-Finance & Accounts
Reported to the CFO and directed a team of 15. Assisted CFO and led Finance, Accounting, Financial Controls, Treasury, Taxation,
MIS, Planning, Budgeting, Forecasting, Variance Analysis, FX Risk Management, General Insurance, Statutory Compliances & IT.
Key Achievements:
▪ Assisted CFO in finalization of budget. Saved SG&A cost of USD 0.3m through cost control initiatives and awareness.
▪ Achieved month end closing by 2nd
and MIS reporting by 5th of month end. Completed annual audit by 30th
June.
▪ Recovered 5 years old bill discount margin money from Tata Finance-USD 0.1m. Saved USD 0.5m in customer claims.
▪ Managed 10+ marine insurance claims per month (USD 500 to 5K). Reconciled 5 years A/C with ITC Bhadrachalam.
▪ Developed monthly compliance checklist and ensured 100 tax, statutory and internal policy compliances.
Sampati Lal Bohra & Co, CA Udaipur, India Oct 1991 – Sept 1994
Article Clerk
Performed statutory and internal audit of companies across Hotels, Plastic Goods, Textile-Threads, Building Materials, Soapstone,
Marbles Stone Processing, Handicraft Export, Educational Institutions, Temple Boards & Charitable Trusts.
Academic & Professional Qualifications
▪ Chartered Accountant (CA):The Institute of Chartered Accountants of India, New Delhi, 1997 (Udaipur Chapter).
▪ Bachelor of Law (LLB): The University College of Law, Mohanlal Sukhadia University, Udaipur, 2022.
▪ Bachelor of Commerce (B.COM): The College of Commerce & Mgt Studies, Mohanlal Sukhadia University, Udaipur, 1991.
▪ Throughout 1st Class. Participated in NSS & NCC. Attended state and national level NCC Training Camp-Ajmer & Vizag).
▪ Attended several training programs in Team Building, Goal Settings, Communication and Stakeholder Relations.
Financial Systems/IT Skills
Working Experience: Oracle, SAP, MS NAV, Hyperion Essbase, HIMS-Healthcare, Tally, Quick Books, Net Suite, and MS Office.
Interest
Beside my career in finance, I am passionate about sports and athletics, that keeps me fit and energetic. I am an avid reader with
keen interest in Tax & Fiscal Laws, Economics, FTA, DTAA, BEPS MLI, ESG, SDGs, Healthcare, Education & Animal Welfare.