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1 | P a g e
A visionary, accomplished and result oriented finance professional, recognised for bringing significant
value through business partnership, governance, strengthening relations, building people and organisation
capabilities, focused commercial guidance and recommendations, and strategic & operational decision
support. Acted as a business partner, co-pilot, business navigator, technology enabler & change agent.
Accustomed to managing multiple projects simultaneously in the fast-paced environments.
 Possess outstanding business acumen & recognised for exceptional interpersonal &
communication skills to collaborate with all levels of staff & leadership team to influence decisions.
 Outstanding skills in developing long range business plan, preparing strategic roadmaps, policy
formulation, improving resource productivity & implementing robust financial management system.
 Subject matter expert in accounting, controllership, strategic planning, budgeting, forecasting,
fund raising, M&A, taxation, financial planning & analysis, financial reporting & cash flow
management.
 Strong problem solving and analytical skills resulting in insightful recommendations leading to cost
reductions, revenue optimization, improved customer and supplier relations and team collaboration.
 Implemented finance & digital transformation projects. Saved multimillion dollar cost by 100+ cost
control initiatives. Technically strong in INDAS, IFRS, USGAAP, SOX, IFC, SOPs, IFC & ERM.
 Raised US$ 1 billion debt funding from domestic & international banks. Played key role in 10 M&A.
Successfully executed business integration. Improved cash flows & reduced interest cost.
 Executed 15 business restructuring, turnaround and transformation projects. Implemented
group corporate restructuring plan of 20+ Companies (operating and holding) merger & de-merger.
 Developed multiple tax efficient business models. Led 50+ domestic & international tax structuring
& transfer pricing projects. Supervised tax assessment and strengthened tax compliance functions.
 Developed strategic business plans, defining vision, key milestones, growth drivers & recommenced
action plans. Developed 500+ financial plans/models to evaluate business feasibility.
 Finalised annual budget and quarterly forecast of multi-product and services businesses. Designed
tools and processes for financial planning and forecasting to improve business visibility.
 Streamlined accounting, GL control & reconciliation, receivable & payable, supply chain, credit control,
inventory & fixed asset. Finalised financial statements of 50+ WOS (INDAS, IFRS & USGAAP).
 Developed risk-based internal audit plans & programs. Significantly improved GRC scores &
process efficiency. Implemented ERP and IT financial systems - Oracle, MS NAV, HIMS & Hyperion.
Core Qualifications & Subject Matter Expertise
Strategic Business Planning Growth & P&L Management Fundraising & Investor Relations
Merger, Acquisition, O&M & JVs Budgeting, Forecasting, AOPs Controllership & Decision Support
Financial Planning & Analysis Cash Flow Management Domestic & International Tax
Accounting & Financial Reporting MIS & Management Reporting Governance & Risk Management
Investment & Capital Budgeting Cost Analysis & Cost Controls Treasury & FX Risk Management
Pricing Analysis & Determination Business & Financial Analysis KPIs Tracking/Variance Analysis
SOPs & Internal Financial Controls Legal & Statutory Compliance Fiscal & Productivity Tool Design
Work Experience
MR SANJAY BOKADIA
CA (INDIA), LLB, B.COM
Over 25 Years of Experience in Diversified Manufacturing, Engineering &
Services Sectors ▪ Indian & MNC Corporation ▪ Listed & Private ▪ Hospital &
Healthcare ▪ Non-Ferrous Metals ▪ EPC & Real Estate ▪ Telecommunication ▪
Pharma Ancillary ▪ Paper

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Designation Organisation Industry/Sector Rev (US$)
Director & Managing Partner DPR Capital Advisors, Mumbai Financial Services -
Chief Financial Officer Surya Hospitals Group, Mumbai Hospital/Healthcare 35 million
Chief Financial Officer Indigo Metalloys, Mumbai Non-Ferrous Metals 70 million
CFO- West, South & East Fortis Healthcare, Bengaluru Hospital/Healthcare 1 billion
VP-Finance & Group Operation Al Fara’a Construction, UAE EPC & Real Estate 1.2 billion
Head - Corporate F&A Vodafone India, Mumbai Telecommunication 6 billion
Sr Manager - Corporate F&A Tata Communication, Mumbai Telecommunication 2 billion
Manager - Corporate F&A Associated Capsules, Mumbai Pharma Ancillary 500 million
Manager - Finance & Accounts Mahadev Paper, Mumbai Paper/Paperboards 50 million
DPR Capital Advisors Pvt Ltd: Established in 2013, the company engaged in corporate finance advisory -
debt syndication, M&A, investment, due diligence, CFO services, finance, tax & business consulting services.
Director & Managing Partner, Mumbai: July 2021 – Till Date
 Assisting companies in Fundraising-Debt & Equity, M&A, Due Diligence, Financial Transformation Projects,
Capital & Balance Sheet Restructuring, Start-up Incubation and Tax Planning & Litigation advisory.
 Consulting CFO for 10 SME clients with revenue range from US$ 2 to 20 million, taking care of Finance,
Growth, Strategy, Financial Planning, Business Analysis, Statutory Compliance & Risk Management.
 Currently mentoring and advising three Start-ups with focus on building business models, market and
customer acquisition strategies, capital structuring, financial strategies & business decision support.
Surya Hospitals Group: 35 years old, PE funded leading high-risk maternity, obstetrics and gynaecology,
neonatal & paediatric intensive care and IVF hospitals at Mumbai, Pune and Jaipur. Reported to the Group
CEO and directed a team of 35 people (10 direct reports).
Chief Financial Officer, Mumbai: July 2020 – June 2021
 Worked with the CEO and board to prepare strategic roadmap, set business goals, policy formulation,
developing long range business plans, scaling up the business and incubating growth strategies.
 Acted as finance business partner, providing strategic guidance & decision support on financial
policies, capacity expansion, pricing, doctor’s terms, property leasing and outsourcing contracts.
 Streamlined accounting, procurement, SCM, billing, credit control, receivable and payable management,
resulted in improved process controls and increased operational efficiency and resource productivity.
 Navigated the business through Covid Pandemic. Developed BSC, implemented cost and budget
controls, rationalised pricing, conducted process audits & effectively managed process change program.
 Developed financial models/plans to launch four new medical programs at all hospitals, including capacity
expansion. Assessed Three M&A/O&M opportunities. Turnaround Jaipur Hospital in Six Months.
 Instrumental in developing business improvement plans. Developed strategies to increase revenue,
occupancy and ARPOB, reducing ALOS and established sustainable operating cost model.
 Improved revenue yield of 3-9% for various specialties. Reduced revenue leakage/loss to 0.3% (1.5%)
and TPA rejection to 1.4% (4.6%). Decreased DSO to 30 days (50) and inventory holding to 15 days
(30).
 Negotiated physician fee contracts-cost reduction of 2.5%. Achieved procurement savings on pharmacy/
consumables of 18% and other contracts - cost savings of 5 to 15%. Reduced SG&A costs by about 10%.
 Led and finalized budgets by 15th March. Developed a 3-year strategic business plan for all hospitals
and institutionalized financial planning and forecasting processes to improve visibility.
 Implemented cost accounting system, cost and budget control. Developed robust systems,
processes, policies. Implemented DOA, re-engineered business and financial processes and automated
controls.
 Developed and carried out more than 15 transformation projects in the areas of finance, procurement,
occupancy & resource utilisation, billing operation, pricing, cost optimization and process re-engineering.
 Developed risk based internal audit plan & programs. Monitored audit quality & process effectiveness,
review of audit findings and develop action plans. Achieved GRC Score > 85% of the internal audit- FY21.

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3 | P a g e
DPR Capital Advisors Pvt Ltd: Established in 2013, the company engaged in corporate finance advisory -
debt syndication, M&A, investment, due diligence, CFO services, finance, tax & business consulting services.
Director & Managing Partner, Mumbai: July 2017 – June 2020
 Created long term business plan, build a team of 5 senior partners and 20+ associates. In charge of business
development, client relations, setting up new practices, quality control, and service excellence.
 Led project and service delivery in the areas of fund raising, capital restructuring, M&A support, domestic
& international tax advisory, risk management and special finance transformation projects.
 Completed projects- US$ 180 million debt funding & refinancing projects, including US$ 80 million worth
of debt restructuring projects. Led 2 SME IPOs readiness and implemented 3 capital restructuring projects.
 Served as Consulting CFO for more than 15 SMEs & Start-Ups. Incubated 5 start-ups - F&B, IT Products,
ACR Tubes, health-tech & handicraft. Developed over 14 project reports and long-range plans for clients.
 Completed over 50 tax planning, structuring, and advisory projects in domestic & international tax. Led
five cost optimization & process improvement projects, that resulted in cost savings of > US$ 1.2 million.
 Completed over 100 projects in business consulting, investment advisory, contract review and drafting,
financial models’ development, special purpose audit and designing cost accounting system.
Indigo Metalloys Pvt Ltd (Now Mercure Metals): Leading manufacturer of copper & copper alloy products,
offering metallurgical solutions to the ACR, Ship building, Heat Exchanger and oil & gas industries. Reported to
the MD and directed a team of 30 people (8 direct reports).
Chief Financial Officer, Mumbai: Jan 2013 – June 2017
 Closely worked with the MD to prepare strategic roadmap, increase capacity utilisation, diversification into
value added products, increase export sales and explore new markets and reduce operating cost.
 Acted as finance business partner, providing strategic guidance & decision support on financial
policies, capacity expansion, product pricing, procurement, contract manufacturing & outsourcing contracts.
 Streamlined financial, accounting and plant commercial operations with improved staff productivity by
~25%. Finalised financial statement, completed the annual audit within 60 days of financial year end.
 Implemented business turnaround plan, boosted capacity utilisation through the introduction of value-
added products and contract manufacturing business line. Improved labour productivity by about 15%.
 Achieved revenue growth of 18% CAGR (FY13 to 17), EBITDA of 14% (9% in FY13) and increased
capacity utilisation to 60% (from 40%). Increased price realization by 9% and reduced fabrication cost
by 3.5%.
 Negotiated long term debt restructuring of US$ 8.5 million. Leverage reduction achieved through capital
restructuring. Played a key role in completing JVs with MTC Group for growth and expansion.
 Reduced MIS reporting time to 5 days (10 days), DSO to 40 Days (70) & inventory holding to 7 Days (15).
Resolved 5 years old pending Income Tax and VAT litigation by representation with tax authorities.
 Developed and executed a 3 years strategic business plan and institutionalized financial planning &
forecasting processes, resulted in improved visibility. Finalized annual budget by March 15.
Fortis Healthcare Ltd: Leading integrated healthcare provider with more than 20,000 employees in India,
Australia, Hong Kong, Mauritius, New Zealand, Singapore, Sri Lanka, UAE, and Vietnam. Reported to the
Group CEO and directed a team of 150 people (12 direct reports).
CFO-West, South & East Region, Bengaluru: Dec 2009 – Jan 2013
 Closely worked with the CEO & board to lead Wockhardt Hospitals acquisition, drive finance transformation
projects, lead growth & expansion and establish business and process governance.
 Acted as finance business partner, providing strategic guidance and decision support on financial
policies, expansion, pricing, doctor’s terms, property leasing, referral network and outsourcing contracts.
 Played key role in negotiating the US$ 160 million Wockhardt hospital M&A. Business integration
planned and completed within three months and navigated the business during integration transition.
 Sourced debt financing worth US$ 1+ billion (TL, FCTL, SBLC, NCD) for business acquisition &
expansion. Streamlined processes, improved liquidity and strengthened the working capital management.
 Developed long term strategic business plan. Played a key role in the launch of a new 387-bed hospital
in Kolkata, including the capacity expansion in Mumbai, Bengaluru & Chennai (Capex- US$ 50MM PA)
 Achieved revenue growth of 30% CAGR (FY10-13) & EBITDA of 15% (11% in FY10). Implemented cost
controls, rationalised pricing and streamlined medicine and consumable procurement processes.

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 Negotiated key physician contracts - cost reduction of 1.5%. Achieved cost savings of 5 - 20% on services
and supplies. Reduced SG&A cost by US$ 3 million through cost control and operational excellence.
 Improved revenue yield of 5-12% for various specialties. Reduced revenue loss/leakages to 0.3% (0.7%)
and TPA rejection to 1.5% (4%). Reduction in DSO to 25 days (50) and inventory holding to 21 days (40).
 Played a key role in restructuring of legal entities, RHT REIT SGX listing, shared services, HIMS -
Oracle integration, new HIMS system implementation, pathology lab and TPA billing outsourcing.
 Finalised consolidated financial statement (15 legal entities), completed the annual audit within 15 days
of financial year end and presented the financial reports and audit summary to board and audit committee.
 Executed Turnaround of four small 50+ bed hospital to EBITDA breakeven. Successfully led JV with
Cauvery Hospitals, Mysore. Managed 14 hospitals operation with negative working capital for 2 years.
 Finalized budget by 15th March. Streamlined month end closing, resulted in 100% accurate results
matching with audited financial statements. Reduced MIS reporting time to 3 days (5).
 Developed risk based internal audit plan & program. Monitored audit quality & process effectiveness,
and implementation of audit recommendations. Achieved GRC score > 90% for audit review of 3 years.
Al Fara’a Construction & Industrial Group: Contracting, Ready-Mix Concrete, Real Estate, Precast & Steel
Structures, Electromechanical, HVAC, Plumbing, Glass, Aluminium & Glazing Structures & Interiors. Reported
to the CMD and directed a team of 25 people (10 direct reports) across 11 SBUs.
Vice President- Finance & Group Operation, UAE: Sept 2008 – Aug 2009
 Led Group Finance, Growth & Strategy, Business Planning, Project Commercial Operation, Budgeting,
Forecasting, MIS/Management Reporting, Tendering, Cost Control, Credit and Receivable Controls & IT.
 Navigated business through 2008 property market crash. Changed strategic business direction to focus
on improving cash flow, develop receivable recovery strategies and retain the team in uncertain times.
 Restructured & centralised group tendering, estimation and procurement functions, resulted in substantial
saving in operational cost, improve efficiency and created competitiveness in the project bidding process.
 Developed a three-year long range business plan. Introduced in-house labour outsourcing. Led capacity
expansion of glass and aluminium business. Labour contracts finalized for over 10 large EPC projects.
 Streamlined business operation, including tendering, cost estimation, pricing and margin determination,
resulted in improvement of net profit margin by 2.5%. Led over 7 major cost controls projects.
 Managed group credit risk. Obtained a 30-day credit extension from 75% of the suppliers. Developed
project-based job costing models for measurement of project profitability and cost escalation.
Vodafone India (Hutch Essar): Telecom service provider with presence across 23 circles. Part of GBP 48
billion Vodafone, UK. Reported to the EVP and directed a team of 10 people (4 Direct Reports).
Head (DGM)-Corporate Finance & Accounts, Mumbai: July 2006 – July 2008
 Worked with 23 circle finance team and led Controllership, Finance, Accounting, Financial Reporting-IGAAP
& IFRS, MIS, Capex Control, Costing, Pricing Determination, Financial Analysis & Statutory Compliance’s.
 Core team member of Hutch-Vodafone US$ 20 billion M&A. Played key role in business integration of
BPL Cellular (TN, KL & M&G). Key member for de-merger of passive infra of Vodafone (Indus Tower).
 Monitored US$ 50 million capex per month for the 23 telecom circles, including capex planning, capex
budget monitoring, including audit of cell sites (ready to air) for capitalization and depreciation working.
 Finalized 3 years consolidated USGAAP financial statements of Hutch Essar planned IPO (48 entities).
Developed 20+ technical accounting analysis notes on IFRS & USGAAP on complex transactions.
 Reported MIS reports by 3rd of the month end, HQ reporting by 5th of the month end, Limited Review by
the 7th of the quarter end and statutory audit within 15 days from the year end with no audit qualifications.
 Played key role in implementation of Hyperion, including global financial system transformation
project EVO - migration from Oracle to SAP platform and integration of different billing systems.
Tata Communication Ltd (VSNL): A global communication services provider. Listed on the BSE, NSE & NYSE
(ADR). Reported to the VP- Finance and directed a team of 5 associates (2 Direct Reports).
Sr Manager-Corporate Finance & Accounts, Mumbai: May 2005 – July 2006
 Led Group Controllership, Accounting, Financial Reporting-INDAS & USGAAP, Statutory Audit, MIS,
Budgeting, Forecasting, SOX, 20F & 6K Reporting, Systems, Processes, Policies and Statutory
Compliance.

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 Played lead role in M&A transaction support and integration of Tyco Global, Teleglobe International,
Tata Power Broadband, Seven Star Cables & Primus communications acquisition.
 Finalised IGAAP & USGAAP consolidated financial statements of over 50 subsidiaries, including
preparation and filing of 20F. Handled filings of 6K and resolved SEC queries on financial statements.
 Implementation for SOX Project. Delivered full Sarbanes Oxley compliance through analysis, identification
and implementation of necessary changes to all financial processes concerning business operations.
 Performed accounting technical research on IGAAP & USGAAP-revenue recognition, ARO, employees’
benefits, business combination, asset capitalization, impairment-intangibles & accelerated depreciation.
ACG Worldwide (Associated Capsules Group): Indian MNC with 15 global manufacturing facilities, supplying
a diverse product range of Capsules, Films & Foils, Engineering and Inspection systems to pharma industry.
Reported to the Group CFO and directed a team of 4 associates (2 Direct Reports)
Manager-Corporate Finance & Accounts, Mumbai: Sept 2002 – Oct 2004
 Led Corporate Finance, M&A, Corporate Restructuring, Business Planning, Budgeting, Forecasting, FX
Risk Management, Group Management Reporting, Internal Audit, Financial Policies & Processes &
Insurance.
 Implemented group structuring to create operational synergies through corporate scheme of Merger &
Demerger. Performed due diligence for 3 potential acquisitions in gelatin capsule manufacturing segment.
 Led financial transition projects-Sales Tax to VAT, Deferred Tax-AS 22 and Transfer Pricing. Managed
deferred sales tax prepayment project for Associated Capsules & Universal Capsules.
 Developed a 3-year long range plan to achieve US$ 500 million revenues. Carve out growth strategy
through backward and forward integration of capsules and pharma technology/engineering business.
Mahadev Paper Corp/Deccan Florabase Ltd: The Group is engaged in distribution of paper and paperboard
products of ITC Bhadrachalam and Century Paper Mills and cultivation and export of cut rose flowers.
Manager-Finance & Accounts, Mumbai: Jan 1995 – Sept 2002
 Directed a team of 10 associates across finance, accounting, financial reporting, treasury, tax, FP&A,
budgeting, MIS, FX risk management, general insurance, statutory compliance & IT.
 Recovered margin money from Tata Finance-USD 100K. Saved USD 500K by controlling customer claims.
Reduced inventory levels by 16%. Finalized marine insurance claims of ~10 cases pm from USD 250 -
1500.
Sampati Lal Bohra & Co, Chartered Accountant: Accounting and Auditing firm, established in 1953 by late
Mr. SL Bohra, 1st batch Chartered Accountant of the ICAI.
Article Clerk/Intern, Udaipur: Oct 1991 – Sept 1994
Statutory and internal audit of Private & Listed Companies - Plastic Goods, Textiles, Soapstone, Marbles,
Building Materials, Agriculture Machinery, Hotels, Schools, Public Trust and Trading businesses.
Education/Certification/IT Skills
 Chartered Accountant (CA): Institute of Chartered Accountants of India, New Delhi, 1991-1997
 Bachelor of Commerce (B. Com): Mohan Lal Sukhadia University, Udaipur, Rajasthan, 1989-1991
 Bachelor of Law (LLB): Mohan Lal Sukhadia University, Udaipur, Rajasthan, 2020-2022
 Hands on working experience of SAP, Oracle, MS NAV, Hyperion, HIMS, Quick Books & NetSuite
 Throughout 1st
Class with Distinctions. Participated in State & National Level NCC Training Camp
Additional Information
 Language Proficiency English (Advanced), Hindi, Marwari (Native), Gujarati, Marathi (Basic)
 Nationality/Personal Info Indian Citizen | Age: 49 | Marital Status: Married | Current Location: Mumbai
 Other Information Notice Period: 30 Days | Relocation: Open | Travel: Up-To 50%
 LinkedIn https://www.linkedin.com/in/sbokadia/
 Contacts M: +91 9867374066 | E: sanjaybokadia@yahoo.co.in | Mumbai-India
Interest/Hobbies
Tax & Fiscal Laws, Economics, Technology, ESG, Education, Healthcare, Sports & Athletics, Animal Welfare