Pondichery Univeristy

Bharathiar University

Malco Vidyalaya Mt Hr Sec School

GFS RTR Delivery Manager at RB

Reckitt

Finance Manager

Management of the Global Financial Services team in RTR (Month end close, Intercompany, Buy/Sell, Cash & Bank) process involves active oversight of the offshore operations team, facilitation of process improvement, and robust collaboration with the rest of Reckitt.

•	Steering the process standardisation agenda for all the RTR activities, both captive and outsourced, with an emphasis on maintaining a robust environment.
•	Prioritising the identification and implementation of process improvements (cost, quality & speed) for RTR process, with a clear aim of achieving year on year improvements for deployed processes as evidenced by KPI results.

Key Achievements 
•	Acting as the single point of contact for RFCF (Internal controls) for RTR process, successfully enhancing quality level to 99.5% from 74%. Proactively reviewing control misses and driving improvements.
•	Identifying Blackline deployment gaps through thorough UAT, user guide & RTR process reviews, offering improvement suggestions, and delivering 1 FTE benefit overall.
•	Successful transition of five European markets to offshore operations, resulting in full-time equivalent (FTE) benefits to the market with 20 resources.
•	Achieved key reductions in general ledger aged items in crucial areas such as GRNI, AP, and AR Ageing > 365 days
•	Enhanced the Service NOW for Record to Report (RTR) inquiries, increasing response rates and control. This improved first pass resolution from 47% to 73% and reduced the average daily volume of inquiries from 227 to 152, through enhancing response quality and the tool itself.
•	Provide workaround solutions and implementation for the UK in response to Brexit.
•	Oversaw a Non-Production Spend tool improvement project with the IT department, developing requirements and successfully deploying the enhanced tool with 2.5 FTE benefits.

GFS RTR Delivery Manager

Driving financial system operations, providing tactical oversight for incident and problem management, ensuring compliance with industry standards. Leading technology projects, optimising service delivery, maintaining strong stakeholder relationships. Innovating processes and strategies to enhance operational efficiency and minimise downtime.

•	Participation in the Finance Shared Service model (ITP), focusing on performance, transformation, and due diligence. 
•	Management of the Procure to Pay process across the UK (Hub-Buy sell), UKI Commercial, Nordics & Africa Region in conjunction with the service provider, RB, on P2P deliverables.
•	Engagement as P2P lead in two SAP Migration programmes for Southern Europe & Nordics, and active participation in the UKI commercial project on SAP Migration.

Key Achievements 
•	Successfully led a team in the redesign of the accounts payable process, reducing invoice processing time by 30%, which resulted in significant cost savings and improved supplier relationships.
•	Achieved 95% of KPIs for three consecutive years, and improved service level agreement (SLA) compliance by 20%, showcasing effectiveness in managing the FSS department and leading the team to exceed performance targets.
•	Managed the transition of the UK Health Hub process (PTP) and have been overseeing the market since implementation.
•	Automated end-to-end process for vendor reconciliation, leading to a reduction in full-time equivalent (FTE) requirement from 6 to 2.
•	Spearheaded KPI initiatives on 'Paid on Time' and 'Right First Time', elevating the POT from 59% to 86% in one of the health markets.
•	Served as the FSS P2P lead during the restructuring of the organisation into two separate legal entities, Health & Hygiene Home. Successfully demerged four markets within a span of one year.

FSS ITP Manager

•	Lead finance projects in P2P, R2R, O2C, Supply chain management and financial accounting 
•	Planned and prepared project documentation, deliverables, finances, resource allocations and status 
•	Requirement gathering, budgeting, forecasting, expense reporting, risk management & status reporting 
•	Provided support to operational business systems across Finance applications
•	Supervised the implementation of system changes, including those with multi-brand and global impacts
•	Identified and planned training requirements of business users, and team members
•	Undertook detailed change impact assessments focused around process, technology, people, business continuity and design mitigation protocols
•	Ensured procedures related to identification, changes, testing, documentation, approval and communication of any modification to the system are followed
•	Leverage stakeholder relationships to foster success ensuring world class delivery 
•	Improved productivity at reduced cost through lean/process improvement using project controls and quality standards
•	Building & managing KPI, SLA’s & Balance score cards reporting outcomes to stakeholders
•	Periodical review with vendors and customer towards metrics and managed billing output, queries, payment, debt recovery and reporting 
•	Escalation & query management; reviewing Standard Operating Procedures, contributing towards process improvement and attending process review meetings
•	Managed the Business excellence team in compliance with SOX, ISO & ISMS policies 
•	Reviewed, investigated and rectified errors and inconsistencies in financial entries and documents that led to transparency in reporting to internal and external stakeholders

Sundaram Business Services

Senior Project Manager

Spearheaded strategic decision-making, process optimisation, team leadership, and fiscal management. Focused on fostering a conducive work environment and ensuring operational excellence that drives growth and profitability.

•	Oversee financial strategies, budgeting, forecasting, and reporting within the shared services team, aligning with the organisation's goals.
•	Lead and develop the finance team, ensuring high performance, continuous learning, and a positive work environment.
•	Drive financial process improvements and system automation, collaborating with IT and other departments to ensure compliance and efficiency.

Key Achievements 
•	Led a team in streamlining financial processes that resulted in a 30% increase in operational efficiency and reduced report generation time by 50%.
•	Successfully implemented automation initiatives that led to an annual cost reduction of 20% in the finance department.
•	Created a robust training program that increased the team's overall proficiency in using new financial software by 80%, enhancing productivity and job satisfaction.
•	Facilitated cost-effective transition between onshore and offshore finance models, saving £2.5M annually.
•	Managed $4M ERP Change Program, crucially involved in requirement gathering and budgeting.
•	Implemented a Workflow tool across 12 business verticals, contributed significantly to budgeting, variance analysis, and project closure.
•	Automated invoicing and supplier query workflows, yielding in 5 resource cost in P2P.
•	Reduced processing time considerably through implementation of a statement converter tool.

Manager

Through a thorough analysis, 132 specific accounts in the Balance Sheet reconciliation for the client's Head Office and subsidiary were scrutinised. This effort was coupled with a detailed examination of the Process Documentation and mapping of offshored activities. Signoffs were conducted on month-end journals to assure compliance and accuracy, complemented by comprehensive reviews of the Profit and Loss account and Balance Sheet. Additionally, vigilant monitoring and proactive analysis of open items were carried out to ensure seamless financial operations.

Venkateswaran Nagarajan