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Profile Id: 136601    25-Dec-2017
 
 
Title:   management and business consultant
Name:   NAMRATA D RUPAREL (mba/cfa)
Location:   Anand - gujarat -
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Business Consulting / Consultant  
  • Business Development
  • Business Planning
  • Controller / Administration
  • Human Resource Management (HR)
  • Operations Planning / Management
  • Project Management
 
 

Dear Patron ,

I prefer type of work - Part-Time, Full-Time, Contract Basis. Expecting remuneration in terms of Per Day of appx. Rs.2000 Per Day.

My Skill - Strategic and hands -on executive deeply experienced in accounting, HR and financial management. Expert generalist in overseeing all aspects of a multi-million dollar business. Proven talent in managing and motivating teams of loyal and productive employees. Leader who uses an “out-of-the-box” approach to problem solving, and consistently drives bottomline performance, efficiency, process and profit improvements. I believe to do my work with a satisfactory result to my organization as well as I .

My prefered location for assignment - Anywhere, Ahmedabad, Bangalore, Surat

Jobs handled -

Responded to the depressed commodity environment by merging the financial and

administrative activities of two regional subsidiaries. Restructured the treasury,

accounting, office services and information systems in three countries and the planning

group for nine discrete production centers in two states.

Restructured the pension and medical plans for a workforce of approximately 500

employees. Revised the annual budgeting process to focus on risk analysis and

shareholder value concepts.

Developed and implemented multi-variable risk analysis modeling techniques focusing

on shareholder value concepts for the operations group.

Mended a damaged relationship with a key joint venture partner, preventing otherwise

certain litigation.

Restructured an underperforming production facility, achieving cost savings of 50 lacs

per annum.

Lead the implementation team in the introduction of a new MIS system, which was

accomplished ahead of schedule and under budget.

Participated as the Finance and HR team leader of the company.

Created a tax-efficient cross-border financial structure with forecast savings..


Development and Implementation of Shareholder Value Measures

for Improved Employee Productivity/Development

Situation:

The company`s annual planning process had become more of an exercise in accounting rather

than a planning and communications tool. This situation had developed because management

failed to clearly articulate the financial metrics that were critical for the company`s ongoing

success and failed to establish measurable objectives for each operating unit.

Action Plan:

Directed the controller and the senior site accountants to create a simplified report that

bridged the operating unit`s monthly financial statements to the publicly reported statistics

used by investors and management in evaluation of unit and company performance.

Created an educational program that explained the company`s key shareholder value

drivers and how each department could contribute to the value-creation process.

Visited each operating unit and conducted a one-and-one-half day educational session

to explain and discuss what the new financial metrics meant and why they were

important.

Redesigned the annual operating plan format to focus on a discussion of the operating

unit`s key business risks and to include measurable results for the year and for all

capital programs.

Created a “flash report card,” which highlighted sub-optimal performance in areas such

as capital rationing and inventory management.

Results:

The educational program was a huge success and the program was rolled out to the

other three regions in the company. Many individuals commented on the fact that they

finally understood how each one of them could contribute to increasing the company’s

profitability and share price. Establishing measurable objectives for each operating unit

and each significant spending program led to a reduction in spending and a more

rational evaluation of spending requests. Equally important, by identifying the expected

returns from each program, management was better able to allocate the company’s

financial resources and the employees viewed the capital allocation decisions to be less

arbitrary.

Corporate Restructuring of Assets to Optimize Return on Invested Capital (ROIC)

Situation:

A significant company asset had become a financial drain to the corporation. It was losing

money and consuming cash. Because of these problems, the business unit`s management

was focusing its attention more on secondary objectives such as safety, housekeeping and

the environment than on addressing the primary cost and production issues. The majority of

the workforce was unaware of the precarious financial situation the business unit was in.

Action Plan:

Conducted employee meetings to explain the serious financial situation and to advise

them of the time frame for implementing the restructuring plan.

Implemented a capital-spending freeze.

Created a multi-discipline restructuring team to evaluate all cost-reduction alternatives.

Developed minimum financial targets that had to be attained to prevent the closure of

the operation.

Invited suppliers to participate in the restructuring plan and encouraged them to suggest

avenues of reducing costs or improving efficiencies.

Results:

Reduced costs by 2.5 per year by downsizing the workforce. Created an alternative

production plan that maintained production at 90 percent of the previous levels. The unit

became cash positive, which prevented its closure.

Optimized Administrative Enterprise Resource Planning Capabilities with Reduced Costs

Situation:

Given a six-month timeframe to combine the administrative groups of two subsidiaries in

order to reduce overheads. The decision was based on declining product prices and

pessimistic projections for future prices.

Action Plan:

Identified which functions could be combined, which employees would be retained and

developed an organizational structure for the new regional office.

Conducted employee meetings to explain the rationale for the restructuring and its

implementation time frame.

Developed severance packages and employee assistance or relocation packages.

Began the process of cross training the remaining employees on the functions being

transferred. Established a time frame for the transfer of activities to the responsible

parties.

Re-engineered certain accounting and administrative practices reflecting the planned

reduction in manpower.

Established a plan and appointed responsible parties for the closure of the office,

relocation of valuable documents and sale of surplus assets.

Results:

The Urban state office was closed within three months. Staffing levels were reduced by

50 percent and payback from this restructuring was achieved within ten months.
.