Abhishek Agarwal

Joined as the 1st finance employee and the 4th employee of the company.

• Leading business finance for six product lines: apparel, shoes, office products, books, wireless accessories, and musical instruments.
• Established end-to-end reporting of business dashboards, covering topline to bottom line, and key metrics for leadership visibility.
• Partnered with the statutory auditor for the closure of the 1st annual audit for the company.
• Drove automation of dashboards and reporting through tools like Power BI and Qlik.
• Instituted structured weekly business reviews (WBRs) and streamlined monthly performance reviews with CEO and CFO
• Led the Annual Vendor Negotiation (AVN) program, delivering 2x of target buy better in P&L.
• Partnered with Amazon India team on multiple projects and initiate for seller
• Lead the reviews with Amazon India Leadership
• Leading a team of 9
• Ramp up of Cocoblu, reviewed 600 agreements commercial and before finance sign off and took atleast 100+ interviews accros business and finance verticals.

• Delivered monthly P&L for the India Consumer Business with approximately 320 cuts (42 product lines × 8 channels), along with a detailed variance analysis vs. plan and YoY.
• Led financial planning by consolidating inputs from multiple stakeholders, and driving senior leadership reviews.
• Drove automation in Cognos (Fusion) and Hyperion, eliminating manual processes, and enabling self-serve capabilities for finance teams, reducing effort from 3 man-days (30 hours) to 6 hours.
• Leading monthly business review meeting for finance with keyhighlights on hits and misses
• Integrated P&L reporting into a single source of truth via Cognos, improving accuracy and efficiency.
• Implemented SOPs for reporting and planning processes (ART P&L, new product launches, scorecard mechanisms) for Amazon India

• Finance Lead for Allen Solly, overseeing business operations, financial reporting, cost optimization, and capex evaluation across India.
• Published monthly P&L by channel, category, and sub-brand, with detailed variance analysis vs. plan and YoY.
• Led the preparation of the Annual Operating Plan and conducted reviews with the Brand COO and Organization CEO.
• Drove Opex reduction initiatives, including design cost control, manufacturing cost deep-dives, and increasing in-house production vs. FOB.
• Benchmarked Opex against high-performing internal brands and implemented best practices to optimize costs.
• Reduced capex spends for department and exclusive retail stores through rigorous evaluation and cost-cutting measures.

• Managed business planning and reporting for Asia (India, China, Australia, and Southeast Asia) across all product lines.
• Prepared monthly and quarterly financial reports for management.
• Led development of Profit Plans, Operating Plans, Market-wise Forecasts, and Long-Range Plans to support strategic financial decisions.

• Led 12-month rolling forecast and planning for the entire Mobile P&L across 23 circles.
• Conducted competition benchmarking on revenue, profitability, and key KPIs; presented actionable insights to management.
• Analyzed Airtel’s performance against global telecom operators, focusing on profitability and capex efficiency.
• Simplified forecasting models for all 23 circles to enhance efficiency and accuracy.
• Delivered special projects on Postpaid Waivers and WOW initiatives.