Six engagements, and what each one actually moved.

Rebuilding the commercial system a global sales team lives in

Takeda's commercial team ran tendering and customer management on manual effort spread across disconnected tools. The data needed to decide which tenders to chase existed, but it lived in too many places to be useful at the moment of the decision — so the team defaulted to instinct and chased everything.

I worked directly with the CFO and strategy head, which mattered: this was a commercial problem wearing a systems costume, and fixing it needed authority over both.

• Rebuilt the CRM and tender workflow around how the sales team actually sells, rather than around the org chart.
• Built real-time KPI tracking in Power BI against projections, so performance was visible while it could still be changed.
• Added predictive analytics for targeted marketing — customer segmentation, next-purchase-date modelling, and tender-win probability — so effort went where it converted.
• Redesigned the sales incentive scheme against those live KPIs, so the measurement and the motivation pointed the same way.

Taking invoice processing off people's plates at global scale

A global SaaS company was processing high-volume invoices manually across territories. Every additional customer added headcount — the cost curve rose in a straight line with the business, which is the definition of a process that will eventually break.

• Coordinated the implementation of a centre-of-excellence unit for invoice processing, rather than automating the existing mess in place.
• Rebuilt the workflow end to end so exceptions were designed for rather than escalated.
• Led the set-up of the back-office delivery centre covering the EMEA and APAC regions from India.

One unified view across every source, at a billion transactions a second

Every finance team I worked with had the same problem underneath the one they hired me for: the numbers lived in too many systems, and reconciling them was a monthly act of manual archaeology. Off-the-shelf tools handled the volume or the complexity, rarely both.

• Built a data consolidation and reconciliation platform that ingests multiple sources and produces a single unified view for analytics.
• Engineered for scale first, because reconciliation that can't run on the full dataset just moves the manual work somewhere else.
• Designed the matching logic around real-world messiness — partial matches, timing differences and channel-level variance — rather than clean test data.

Mohit: the demo video is on your LinkedIn — send me the link and I'll embed it here. This is your strongest technical proof and it deserves to be on the page.

Making the numbers agree across every channel and store

Sales and payments were arriving through several channels and hundreds of stores, and the two sides never quite met. Unreconciled transactions accumulated faster than anyone could clear them, which meant nobody could fully trust the revenue figure — an expensive kind of uncertainty for a business that lives on thin margins and high volume.

• Led the digital transformation of the sales process, designing reconciliation into the flow instead of bolting it on at month end.
• Formulated the implementation plan for a sales and payment reconciliation engine for QSR and consumer retail.
• Designed the methodology for an analytics centre of excellence — data aggregation, reporting and ML-based insight generation for the chain.

Global SAP, Ariba and Concur integration

Procurement, expense and core finance ran on systems that had been implemented at different times, by different people, for different territories. Each worked. None of them agreed. The cost of that disagreement showed up as reconciliation effort, delayed close, and decisions made on numbers nobody fully trusted.

• Led a team of 10 for the global integration and implementation of SAP, Ariba, Concur and surrounding enterprise systems.
• Ran the engagement in liaison with a global consulting firm, holding the client-side view of what the integration actually had to deliver.
• Worked with the CFO and strategy head to streamline operations across distribution, sales and customer management.

Mohit: this is the only case on the page without a figure. What did the integration move — cycle time, days to close, headcount, spend under management, systems retired? One measured number and this becomes the strongest case here.

Repricing the portfolio, and merging the entities behind it

This is the engagement my Chartered Accountant training paid for. Takeda India's SKU pricing and import strategy had been set incrementally over years, and the tax and duty consequences had never been designed — only inherited. Underneath it sat a group structure with more legal entities than the business needed.

• Revised the pricing and import strategy across Takeda India's SKUs, designing the tax and duty position rather than accepting it.
• Led the merger of Takeda's Indian subsidiaries, simplifying the structure the finance function had to operate.
• Implemented virtual bank accounts to track payments to source, which is what made collections measurable in the first place.