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Dear Sir,
Enclosed is my resume for a Management Position in Finance. I am consulting on healthcare and biotech Industry as a Director Business Development for Strategy and Process Improvement Consulting, Singapore. I was working as Group Director Strategy and Finance for Pioneer and Clan Holdings Ltd a transport group reporting directly to the MD and Chairman, the shareholders of the Group. Besides I was on the Board as a Director In Clan Holdings, a listed co in Zimbabwe and Holdsworth Holdings SA, the subsidiary companies of the Group.
I have 23 years of experience in construction related turnkey projects with Larsen and Toubro (covering Abu Dhabi International Airport, Iraq, Kuwait and Zirku (Mechanical projects) and overseeing from Bombay) and other projects like pulp and paper (US$ 200 Mn) in India, organic peroxide (15Mn) in Jakarata, Indonesia, medium density and fibre (US $6 Mn) in China, pine chemicals (US$ 8 Mn) in Surabaya, Indonesia and Bank Internasional Indonesia, Mumbai, India (US$ 10 Mn). I have excellent exposure to asset securitization, mergers and acquisitions and structuring deals through tax heaven islands for Off Balance Sheet transactions, IPOS and underwriting, pricing of bonds and equity and project financing (raised US$ 125 Mn) with world class multinationals like Larsen and Toubro, DEC USA, Electrolux, Ernst and Young Consulting Brisbane, Sinar Mas Group, FCI Asia and Pioneer group.

In my last assignment I have taken the transport multinational with headquarters in Switzerland for listing in Harare, Zimbabwe. I had successfully implemented Balanced Scorecard for FCI Asia (a DuPont promoted Co), Asia Pacific covering 13 plants in 7 countries in a record period of 4 months. I can also assist in other areas like business development, IT and Supply Chain.
Sincerely,

PROFILE A seasoned professional having international experience in strategic planning, corporate finance, Stock Exchange Listing, mergers and acquisitions, restructuring, Greenfield projects, Internet start-ups, B2C commerce, B2B commerce, supply-chain, ERP system implementation (MFG/PRO), general management and consulting. Excellent exposure to strategy, setting up of joint ventures and Greenfield projects, activity based costing (OROS 4.0 integrated with SAP R/3), Balanced Scorecard, EVA, valuations, US GAAP, Six Sigma, marketing buyback, technology transfer and international loan agreements. In-depth knowledge of Internet, Healthcare and Biotech (ARV Drugs), Logistics (transport and courier) electronics & telecommunications (computer, TV and optical storage devices), banking, shipping. chemicals (pine chemicals, oleo chemicals) and other process based (palm oil, pulp & paper & sponge iron) industries. Excellent exposure to web design & development, FrontPage 2000, Microsoft Word, Excel, Power Point, Snap 32, MFG /PRO Version 8.6 on all modules and Hyperion for Executive Information Systems.

EDUCATION ARTHUR D. LITTLE SCHOOLOF MANAGEMENT CHESTNUT HILL, MA
July, 2000 Master of Science in Management (with a focus on E-Business)
Awarded Dean's Fellowship. Named to the Dean's List in the Module I.

1992-1993 QUEENSLAND UNIVERSITY OF TECHNOLOGY BRISBANE, AUSTRALIA
(AUSTRALIAN KEY CENTER OF STRATEGIC MANAGEMENT IN COLLABORATION WITH MIT, USA)
Master of Business Administration (with a focus on Strategy, Finance and Strategic Cost Management)
Worked on projects with Ernst & Young Consulting, Brisbane, Australia and George Industries Ltd., Brisbane, Australia on Cost Management Systems and Strategy (Activity Based Costing, Target Costing, Continuous Improvement, Process Mapping and Strategic Cost Analysis). The project results were converted into case studies and have been used extensively for International MBA courses for Strategic Cost Analysis and Supply Chain.

1980-1982 UNIVERSITY OF MADRAS MADRAS, INDIA
Master of Commerce (with a focus on Accounting, Costing, Managerial Accounting and Finance)
Awarded Medal and Certificate of Merit for securing I Rank in the M.Com. University Examination.

1973-1976 ANNAMALAI UNIVERSITY MADRAS, INDIA
Bachelor of Commerce

EXPERIENCE
Jan 04- STRATEGY AND PROCESS IMPROVEMENT CONSULTING SINGAPORE
q Consulting on healthcare and Biotech industry for Strategy and Process Improvement Consulting on which I am serving as a Director, Business Development focusing on ARV drugs for the African markets covering Zimbabwe, Kenya, Tanzania, Botswana, South Africa and Malawi.
q Also focusing on the trading of medical equipments to Kenya, Zimbabwe, Malawi Tanzania, Ghana and Botswana.

Jan 02-Dec 03 PIONEER DEVELOPMENT COMPANY, A Regional Multinational HARARE, ZIMBABWE
(A Regional MNC with listed companies under its control manufacturing tobacco, industrial alcohol and providing total logistics solutions in transport for both passenger and cargo traffic covering bulk and consolidation markets, international, inter-city and intra-city courier, trading of vehicles, spares and maintenance of vehicles, custom clearance solutions etc

Group Director, Corporate Strategy and Finance – (A Board level position reporting directly to the Chairman and Group MD Pioneer, I was also on the Board of Directors of Clan Holdings Ltd, a household name in the transport industry and listed in Zimbabwe Stock Exchange and Holdsworth Holdings Ltd, Zimbabwe.

Key Achievements q Set the strategic direction for the Group. Achieved a growth of 2000% in the first year. Executed the acquisition of Clan Holdings Ltd a listed company in Zimbabwe Stock Exchange, reverse listing through rights issue and convertible debentures and converted the proprietary status of the Pioneer Group into a limited liability company q Executed ZUPCO deal worth Z$ 5 bn (US$ 5 Mn) for the supply of 50 buses, maize and wheat deals for Malawian Government and World Food Programme -US$ 5.8Mn, innovative partnerships with Foreign High Commissions for the courier business from Malawi and Botswana.
q Structured strategic alliances with IT Vendors for VMI and strategic partnerships with hotels foreign exchange bureaus for passenger traffic business. Also restructured the rates and offshore segment of the business, besides the legal agreements.
q Arranged Z$ 500 Mn facility through Zim Development Bank. Prepared the proposal for US$ 8 Mn for the regionalization strategy with a Regional Development Bank.
q Reduced the procurement spending through Vendor Managed Inventory and long-term contracts by Z$ 25 Mn a month. Expected savings for the Group Z$ 75 Mn a year with one time CAPEX savings of another Z$ 100 Mn for tyres on account of VMI
q Improved the PBT by 11% through better control over HR, procurement, fuel and tyre costs q Introduced the SBU reviews on a monthly basis. Also headed the Internal Audit reporting to the Audit Committee. Prepared the Group Audit Manual. Reduced the reporting time from 45 days to 15 days from the monthly closing date for accounts.
q Recruited the entire Group / SBU CEOs and GM level positions as I was the first professional taken from outside to take the company for listing.

Others q Sponsor for all the IT projects of the Group including the ERP. Implemented PASTEL Premier in three SBUS of the Group, SAT Tracking for Pioneer Transport and Clan Holdings. Improved the turnaround of the assets by 0.40 dollars for every dollar of revenue by better mileage. Also improved the fuel consumption through better tracking. Reduced the waiting time for repairs and maintenance by more than 30%. Implemented prepaid electronic ticketing system for the bus division reducing cash losses and insurance costs.
q Structured deals through tax haven islands like Channel Islands and Switzerland q Developed the HR manual for the Group, structured the contracts for the senior personnel and implemented incentive bonus model linking performance to compensation q Finalized the Accounts of Year 2000 and Year 2001 in line with IAS (for listing requirements) and filed the tax returns q Set the budget direction for the group for the first time for year 2003
q Documented the Business Process Procedures for credit control and Accounting procedures in line with IAS

2000- Nov 2001 FCI Asia Pte LTD (A MNC started by Dupont, USA) SINGAPORE
(A MNC manufacturing connectors for telecommunications, aerospace and all other industries)
Specialist, Supply Chain Management – Asia Pacific (A Regional Manager Position covering China, India, Singapore, Malaysia, Taiwan, South Korea, Japan and Australia)
q As a key member of the think –tank cell of the Asia Pacific, developed the proposal for cost reduction strategies for inventory (Demand Forecasting and ECommerce), packaging materials (Reuse, Recycling, cost of storage and transportation, effective substitutes and Standardization) and freight (standardization and process improvements) for presenting to the Global Team.
q Implemented Manufacturing Scorecard (a global project) for the Asia Pacific Region covering 13 sites. This involves presentation to the Asia Pacific Senior Management, defining strategy, identifying the KPIs, defining the KPIs, mapping with chart of accounts, writing the specifications, working with IS and developing them through MFG / PRO version 8.6 and 9.0 and Hyperion testing them and training the sites. KPIs cover
* OTDP- On time Delivery Performance, Work Order Performance, Manufacturing Velocity, Manufacturing Productivity, Days Inventory on Hand for Locally Manufactured Parts, Scrap, Cost Reduction and Inventory Accuracy, Price Erosion, Days Inventory on Hand, BOM Accuracy, CPMS and Repeat Complaints. Reduced the reporting time to HQ and SBUs from two weeks to five working days.
* Documented the Business Process Procedures with flow charts for Capacity Utilization, Machine Efficiency, Price Erosion, Manufacturing Velocity, Shop Floor Control, Days Inventory on Hand, Manufacturing Productivity and On Time Delivery Performance, Business Process Procedures with flow charts for Electronic Data Interchange (EDI) for Purchase Orders, Purchase Orders Acknowledgements etc for eBusiness initiatives q Presented to the Asia Pacific Management eProcurement initiatives with a focus on Reverse Auction Model and set the strategic direction.
q Set the benchmarks for measuring the best plant.
q Developed the standard and evaluated the logistics service providers, a Global RFQ project. Savings was around US$ 3 Mn a year q Developed the Model for the Cost of Quality, a global project. This involved presentation to the Asia Pacific Management Team. Implemented in Singapore Plant chosen as the pilot site. Automated the tracking of downtime and its cost to improve the Cost of Quality, manufacturing velocity and time to market. Also developed the procedure. I have working exposure to Six Sigma.
q As a part of organization's e strategies and as a member of the consortium of RosettaNet I represented FCI on the adoption of the RosettaNet standards for Real Time data queries, Increased no touch orders (data checked at the senders end), Data transmission frequency, Single Common Interface. Reduction of unique process or EDI activity and also worked on CISCO's eHub, which follows RosettaNet's framework to provide early warning of upcoming supply chain issues by way of event driven or data driven alerts.
q Participated in MRP II Training.

1999-2000 ARTHUR D. LITTLE SCHOOLOF MANAGEMENT CHESTNUT HILL, MA
Consultant for a dot.com project q Worked as a consultant for a dot.com project in food industry. Excellent exposure to brokerage personalized portals, online education, affiliate, community, subscription and utility models.
q Involved in conducting the focus group interviewing and presenting the feasibility report to the client for a dot.com project and study of web enabled B2B supply chain solutions (e-supply chain) for value chain partners using CPFR model q Involved in building strategic alliances with technology and content providers.

1997-1999 HANOVER MANAGEMENT CONSULTANTS PTE LTD, SINGAPORE
General Manager – Projects on site (Eastern Europe, Indonesia, Singapore, Cambodia, Nigeria and India)
q Restructured and reduced the losses of Orion by $ 2 million through supply chain and operational improvements in the first year of acquisition. Identified the business of job contracts to improve revenues. The supply chain implementation for the batch process covered all the processes except the implications of joint products covered under the Sinar Mas Group assignment.
q Involved in the acquisition of Orion (using asset /earnings / Cash Flow - Free Cash Flow with WACC valuation), a TV and Telecommunication plant in Budapest, Hungary and steel plant in Romania under the privatization programs of the governments.
q Managed yarn (Bitratex and Indo Bharat Rayon, Indonesia) and rice projects of the group.
q Evaluated and set up pine chemicals project in Indonesia (using different valuation models like Payback, IRR, NPV etc.) with UCC (merged with International Paper) and BBA collaboration –Investment US$ 8 Mn.
q Advice to Directors on equity / bonds investment. Attended Board Meetings on call for Bitratex, Taisho, Indonesia Pine Chemicals and Indo Bharat Rayon.

1994- 1997 SINAR MAS GROUP JAKARTA, INDONESIA (with interests in Palm oil, banking, pulp and paper, real estate and shipping and listed in NASDAQ, Indonesia and Singapore)
Senior Manager – Strategic Planning q Turned around a subsidiary of the group manufacturing palm oil and other related products in Jakarta by changing the strategy (moved to low volume high margin hydrogenated oils) product mix and redesigning the costing system. Effected improvements in the supply chain, quality, processes and ERP system implementation of MFG/PRO 7.3 H. Converted the trade enquiries into repeat export orders from Singapore, Malaysia and Brunei through the Trade Development Board of Singapore in Jakarta. Improved the capacity utilization and profitability by 6%.
q The supply chain implementation for continuous and batch processes covered Value Assessment, Vendor Managed Inventory linking manufacturer and distributors through Value Chain Workflow, Demand Planning synchronizing customer demand with inventory supply processes and improving the forecasting process through improvement of quality control, Inventory Planning, Replenishment Planning, Event Planning, Manufacturing Planning and Scheduling incorporating the effect of joint products, the use of wastes to produce new products, product mix changes and capacity management, Transportation Planning and Management reducing the transportation costs by more than US$ 100,000/- and Warehouse optimization (reduced the number of warehouses to two from four) and reducing the Working Capital requirement by US$ 1.2 million.
q Formulated turnaround strategies for another subsidiary of the group with interest in shipping through tariff restructuring and reduction of idle time.
q Evaluated and set up
* Organic peroxide project (using different valuation models) in Jakarta with Marubeni Corporation ($15 million),
* Medium Density Fiber project (a waste recycling project using palm waste, paper waste ($6 million) and
* Bank Internasional Indonesia ($10 million) in Mumbai, India. Negotiated with IFC, ADB, OPIC, EIB, EXIM Bank US and international investment bankers.
q Arranged and structured innovative financing through tax heaven islands for $125 million and finalized international loan agreements and security sharing agreements through White and Case (USA) for the India Project (Sinar Mas Pulp and Paper -$200 Mn ).
q Set up the Internal Audit of the India Project q Played an active role in the Export Receivable Securitization and Promissory Note Rediscounting, innovative financing schemes for the pulp and paper division.
q Finalized the Statutory Accounts of Sinar Mas India for 1994 and 1995 and 1996 and Sinar Mas Mauritius (from inception)
q Participated in the Re-engineering project with A.T.Kearney.

1989-1991 DIGITAL EQUIPMENT (INDIA) LTD – AN AFFILIATE OF DEC USA BANGALORE, INDIA
Manager, Indirect Taxes, 1991
Implemented a tax planning exercise resulting in saving over $ 5 million.

Branch Manager, Finance & Administration, 1989-1990 CALCUTTA, INDIA
q Computerized the branch improving funds management and reducing borrowing costs by approximately $ 1 million.
q Structured innovative financing schemes to support the sales operations improving the sales volume by 20%.
q Handled the personnel administration covering recruitments and payroll administration of 49 employees.
q Also handled general administration covering travel, facility and maintenance.

1987-1989 EUREKA FORBES LTD (A SUBSIDIARY OF ELECTROLUX LTD) BANGALORE, INDIA
Area Accounts Officer q Improved control systems and reduced the operating costs of Northern Region by 5%, a special assignment from CEO.
q Reduced the operating costs by 7% through tax planning and better inventory control for two states.
q Supported and improved the sales volume with innovative financing schemes q Handled the personnel administration covering recruitments, payroll of over 100 employees besides contractors.

1987 KIRLOSKAR ELECTRIC CO LTD MUMBAI, INDIA
Assistant Manager (Finance)
Improved the control system for accounts receivable and guarantees and reduced the working capital by $2 million.

1984-1987 LARSEN & TOUBRO LTD MUMBAI, INDIA
Assistant Accountant q Monitored the domestic and overseas construction and turnkey projects (Middle East covering Abu Dhabi (International Airport project), Zirku, Iraq and Kuwait Mechanical projects), arranged funds and non-fund based facilities and prepared management reports to the Board. The banking facilities covered overdrafts, letter of credits, bank guarantees etc q Reduced the finance costs by 50% through effective negotiation with bankers.
q Structured innovative financing schemes like foreign currency loans, IDBI and ICICI deferred credit to support capital purchases.
q Tendering from bidding to execution.

1982-84 & S.K.JAIN GROUP OF COMPANIES DELHI, INDIA
1976-80 Accounts Assistant
Finalized accounts and prepared tax returns.

OTHERS Fluent in English, Tamil, Hindi and Bahasa Indonesia. A citizen of Singapore. Guest Lecturer for the management programs in Australia, India, Indonesia and Singapore. I have developed eight case studies on activity based costing, value chain analysis, strategic cost analysis and strategic investment analysis, Implementing Balanced Scorecard and How to set up an online business in the Property Management Services – Case of SMH.

DATE OF BIRTH December 25, 1955

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