It is well known that the best team wins, and my aim in life is to be on the best team. 

Throughout my career, I have built a strong reputation as a finance leader overseeing the planning, implementation, management, and operation of all finance activities for franchises with numerous locations across the nation. I work hard to provide strategic leadership and direction to my teams. It is when you look across the room and trust everyone sitting at the table, that you know you are in the right place. By building top-class finance and accounting teams, I have been able to deliver significant results and provide the groundwork for the greater financial strength of an organization.

We finance leaders keep business speeding along by looking around corners and seeing things others do not through creative and innovative approaches to solving problems and resolving issues. This is what I strive to be each day.

Reach out and connect with me here on LinkedIn! I would love to discuss financial and team challenges and see how I might lend my expertise to help solve them.

Jim Boswell

Godrej & Boyce Mfg. Co. Ltd.

# Maiden Business Excellence Assessment, aced it with a Star rating. Led & rallied team of 300 plus employees.  Evangelist who fosters culture of excellence, aligning strategies with purpose.  (My 1st as Head of the Function).
# Digitally enabled Dynamic project bidding model designed, delivering pilot phase success rate of 70%.  Potential business impact of Profit margin increase by ~ 0.5% points, strike rate improvement by 5%, and enhance winnability margin by 1-2%.
# Repositioning Finance Value Creation across value-chain:
   §  Spearheaded launch of an in-house finance newsletter, a communication channel within the organization.  CFOs dream project to drive change from traditional to modern finance.
  §  Leadership talk, in-house authors, articles about finance domain, & future ready skill sets.
  §  Creative awareness series to propagate excellence and finance core process integration.
# For Board driven KPI on Capital Efficiency improvement, designed and crafted Finance Optimization framework, leveraging effective levers for working capital management, EBITDA focus, and related parameters.  Repositioning Finance value creation across value-chain.

Head of Finance Excellence and Special projects

Digitization in Financial Planning & Analysis | Finance Excellence & Programs Analyst-Finance | Strategic Finance | Business Transformation | Change Management | Building resilience

# 1.5% book impact (~Rs.5-7 crores pa). 3 times fast-tracking of Statutory audit closure process.  
# Drive excellence in Finance via Strategy and CII EXIM EFQM framework. 
# Spearheaded & championed digitization of Financial Planning & Analysis, MIS to be automated through integrated EPM tool.  Successful phase 1, paved way for large-scale adoption across the organization covering Rs.10000+ crore business value.
# Instrumental role to deploy new technology leveraging evidence-based metrics to record performance data and KPOs, fueling business success. Unlocking value through data analysis & technology
# Drive changes and anchor resources to accelerate G&B Finance’s Purpose & Vision
# Played pivotal role as strategist and a catalyst by striking a winning balance between process driven and result driven approaches. Demonstrated breakthrough results while driving initiatives to achieve strategic objectives.

Asst. General Manager - Finance (Corporate Office)

Program Management & Strategy Management:  Key Result Areas
•	Build an Enterprise Performance Management (EPM) tool to enable better planning, monitoring and decision making at all levels across the Organization. 
•	Empowering the Finance function to play a Strategist, Catalyst and Steward role in G&B Businesses
•	Streamlining Strategy Management Process in Finance spread across HO, Branches & upcountry locations
•	Special Projects: Building & maintaining financial models, industry databases and benchmarking for Zero Base Budgeting projects

Key projects undertaken:
1. Build & implement EPM tool across G&B: Championship of G&B Finance's first step towards developing an integrated EPM system.  Successful roll out of Phase 1 projects.
• Making recommendations on the software package • Managing Stakeholders, Schedule, Scope, Risk, Resource, Communication and Quality for this project. • Lead the team, ensuring completion of set key activities to manage the project through project life cycles of Initiating, Planning, Executing and Closing.

2. G&B Finance Strategy Planning & Execution: Core team member for excellence, in planning and executing the strategy.
• Managing implementation of strategic initiatives and objectives, working with objective owners to ensure that everything runs smoothly and in accordance with set guidelines.
• Expedite cross-functional dependencies, relationships with multiple stakeholders, and resolve conflicts of resource, if any.

3. Driving performance through Transformation: Design & development of strategy framework and successful deployment, resulting in bottom line impact of ~Rs.7 crores and strengthening Governance through effective Project management applying AGILE (Scrum).

Chief Manager - Finance (Corporate Office)

•Handled GST impact analysis & product pricing ensuring compliance of anti-profiteering rules 
•Played pivotal role as a Process champion in ERP implementation in the area of Decision Support System 
•Spearheaded the factory cost management cell of a SBU pertaining to management of cost accounting team, provided training, guidance and mentor-ship with the team of 2 staff 
•Established and managed SKU wise costing system and contribution analysis, evaluating the profitability and product group wise analysis of costs & realisation and inter-relation therein
•Innovative method of Decision Support system conceptualized and created robust Decision Templates. This is being used by the SBU since 2010. 
•Closely worked with BCG on the project of “Business Transformation” contributing towards cost optimization and successful in reducing fixed cost by approx. 5% in FY16. 
•Worked in CFT for 7 years to improve business processes with appropriate bench-marking 
•Analysed and reported financial information to executive management; actively worked with concerned teams to ensure accurate and value added analysis

Chief Manager (Finance)

•Led the Activity-Based Costing team and contribution analysis in developing SKU wise costing model for all LOBs which resulted in improving efficiency and management productivity. Actively participated in the cross-functional teams (CFTs) formed for execution of strategic initiatives 
•Successfully completed cost audit as per CARR at all the manufacturing units in coordination with cost auditors to ensure statutory cost accounting compliance & reconciliation of financial accounts of the factory
•Steered the valuation of inventory as per AS-2, overhead recovery rate calculation, ensured physical stock verification and audit compliance (Internal and external) and ensured closure of internal audit observations with appropriate actions 
•Formulated annual business plan and strategic business plan for the division 
•Delivered presentation on financial performance of the business to be presented to ED during his interim reviews supported by appropriate NOS reconciliation 
•Regulated the risk analysis using COSO framework, ERM, implemented for the 1st time by any G&B division with the development of survey with the help of IT department 
•Attained savings of about 2% against budget (FY’13) – through drive for rationalization of Operating Expenses individually with all functions

Associate Chief Manager - Finance

•Established multi-location Manufacturing facility as a part of cross-functional team (CFT) 
•Conducted comparative analysis coupled with detailed cost benefit analysis, coordination between the units and established appropriate pricing as per CAS 
•Contributed towards special task force to strengthen specific product portfolio with strategic inputs towards target costing for the segment / comparative analysis and bench-marking with competitor prices 
•MIS - variance reporting & analysis 
•Attained refund claim of 4% special additional duty (SAD) on traded purchases contributing to 0.5% of traded purchase value. 
•ERP based costing system: Led the successful implementation of costing from BaaN – maintained required setups, created cost components, verified output, coordinated with consultants 
•Established adequate controls, bench-marking with other G&B divisions to understand their costing methodology and strategy, developed SOPs for changes in BaaN data after appropriate authorization 
•Performed profitability analysis for 80% of fast moving manufactured products, basis which MRP corrections made for loss making products 
•Special project: Development & implemented Knowledge Management Portal for the SBU

Deputy Manager Finance

While most finance professionals strive to ensure compliance and strengthen accounting, CEOs often find finance leaders falling short in business partnering.  Playing a Strategist and Catalyst for the CEO's business growth aspirations is an expressed ask from today's CFO.  This convergence of finance and business is what I specialize in.   My expertise lies in leading strategic finance processes with a focus on cost management, P&L management, and end-to-end digitization across the value chain.  I am CMA Nutan Manish Karawde, a trusted business partner having delivered 3X turnaround growth.

Core impact stories:
1] 1.5% book impact delivered. 3 times fast-tracking of Statutory audit closure process.
2] Spearheaded repositioning of finance value creation across value-chain.  Evangelist who fosters culture of excellence, aligning strategies with purpose. 
3) Maiden Business Excellence Assessment, aced it with a Star rating. Led & rallied team of 300 plus employees. 
4] Digitally enabled Dynamic project bidding model designed, delivering pilot phase success rate of 70%.  Potential business impact of Profit margin increases by ~ 0.5% points, strike rate improvement by 5%, and enhance winnability margin by 1-2%. 
5] For Board driven KPI on Capital Efficiency improvement, designed and crafted Finance Optimization framework, leveraging effective levers for working capital management, EBITDA focus, and related parameters.  Releasing blockage of funds.
6] Spearheaded & championed digitization of Financial Planning & Analysis, MIS to be automated through integrated EPM tool. Successful phase 1, paved way for large-scale adoption across the organization covering Rs.14000+ crore of business value.

Finance lens beyond accounting.  Excellence with Business Partnering.  Grow where it matters and get slimmer where needed.  If you find this interesting, 

Feel free to write to me at nutan.karawde@gmail.com

taplio

The Battle

Jim Boswell

Nutan Karawde

Followers

Posts

Engagements

Likes

Ready to grow your LinkedIn presence?