Mahak R.

Led end-to-end process transformation including identification of key improvement opportunities for cost optimization, process improvement & revenue growth; development of the Target operating model encompassing the initiatives, in alignment with the business strategy; Identified automation potential in the process with the aid of RPA and other tools and supported the implementation of the finalized automation initiatives; Provided PMO support for the transition to the end state operating model. Led the business diagnostic & project management for pharmaceutical subsidiary by developing finance model for short-term & long term financial planning, identifying key business & operational initiatives, developing investor value framework, developing MIS reporting dashboards (for financial, operational, technological & others) and conducted progress reporting workshops. Led the Finance Transformation project including setup of Finance SS setup, development of strategy for SSC, development of cross-functional Target Operating model, development of the implementation roadmap for the strategic/ business/ operational objectives and providing post implementation stabilization support; Streamlined operations for clients through the identification of areas for process improvement and the implementation of best practices. Defined departmental strategy, mission, vision & objectives for the Procurement Department in alignment with the Group strategy; Performed SWOT Analysis for the procurement function at the group/ entity level; Developed prioritization matrix for planned improvement initiatives, focusing on key components of ESG requirements. Led the project for providing PMI support post acquisition including synergy evaluation to maximize the benefit for the merged entity, development of the target operating model & service governance framework and identification of key initiatives contributing to cost optimization, revenue growth & process improvement.

Led Accounts Payable process transition to Captive unit setup for a leading Global Consulting Company, which included Interviewing eligible candidates, conducting knowledge capture sessions (including update update of existing existing SOPs), providing knowledge transfer, standardization of process across 33 global locations, development of SLAs and KPIs, stabilization and assessment Led Record to report process Transition for a leading Global Consulting Company headquartered in UK (3 locations) including preparation of transition plan, knowledge capture, knowledge transfer, operations handover, operating model restructuring, development of SLAs & KPIs, stabilization phase support and post stabilization monitoring; Part of the PMO team in preparation of transition plan, service governance framework, SLAS & KPIs along with industry based targets & training plan, design of success criteria and implementation of assessment parameters, as a part of stabilization support. Assisted in development of 'Internal Financial Control' Charter for for Global Technology Company covering the aspects around the applicability of the IFC, Legal & regulatory requirements, carve-outs from SOX, testing/ sampling methodologies, COSO framework requirements and documentation requirements Key Team member for detailed Internal Audit review for a leading Media & Entertainment company; Led IFC implementation for all finance process including preparation of process narratives, flowcharts (using visio) & identification of process gaps. Assisted in preparation of detailed SOP, which included activities such as drafting and implementation for key business areas. Part of Marketing review in Doha, Qatar covering detailed review of Marketing Vendor contracts and compliance to internal Marketing policy highlighting gaps in the actual marketing spend vs. benefit derived from such spend Assisted the team in PMO for implementation and maintenance of EY Internal tool for compliance to contractual terms