Hari H

Results-oriented Chartered Accountant and Company Secretary with 21 years of experience in multinational corporations across EPC, manufacturing, trading, IT, and engineering. Expertise in legal entity management, operational alignment, and governance within complex environments. Skilled in entity consolidation, mergers, cross-divisional integration, and digital transformation initiatives that drive resource optimization and align with organizational objectives.

• ANDRITZ TECHNOLOGIES PRIVATE LIMITED
• Setting up of legal entity in Thailand and project office in South Africa
• Strategical acumen and Operational excellence
• Pulp and paper division had its project requirements specific to the customer and country, which initiated the set up of legal entity in Thailand and project office at South Africa. This was further extended to benefit and drive growth for other divisions which is poised to develop the local business amongst the Association of Southeast Asian Nations (ASEAN) geographies.
• Leading Merger for the entity as part of Group Executive Board’s Legal Entity Optimization (LEO) objective
• Ownership of performance and shared commitment
• Merger of separate Andritz legal entities operating in India rationalizing, consolidating operations and controls under ‘Non hydro sector’ segment. Results in reduction of compliances, administrative overheads, effective utilization of working capital, reduced interest costs and better tax savings. Integration of entities from the parameters of cultural, financial, operational synergies that aids in business growth and consolidation.
• Exhibit Financial stewardship with focus on local statutory reporting, net working capital management, treasury operations aligned with group policies.
• Compliance and Governance with operational excellence
• Financial reporting process at its highest quality as per best industry standard adhered with statutory timelines ensuring Board’s objectives are met. Ensures centralized reporting and MIS decisions through unified accounting and books of account maintenance, aligning to global practices, ‘One Andritz’ objective. This impacts the external stakeholders understanding of business and instills confidence in customers on Andritz.
• Customer and Vendor management
• Strategic planning and cross functional coordination abilities
• Consistent and continuous interaction with Project, Procurement teams on better management methods of handling customer receipts and vendor payments to improve the business efficacy through: A. Integration of sales teams across divisions to focus customers who are common across divisions from an legal entity purview. B. Identify methods to persuade vendors provide Andritz discounts against its supplies facilitating faster turnaround of payments without interest burden on Andritz. C. Guiding and educating project management, procurement, sales teams in safeguarding Andritz’s position against its receivables and liabilities.
• Finance Conclave
• Leadership, Team building and openness
• First of its kind Finance conclave since year 2022 that set a benchmark for team building, channeling team for self-improvement with open communication on organization’s goal and objectives. Engineering teams followed the path and got extended to other departments, which fostered betterment of legal entity and its resources that is reflected in Andritz employee engagement and satisfaction surveys.
• Amec Foster Wheeler India Private Limited (Presently Wood Engineering & Projects Private Limited)
• Standard Operating procedures for Bid submission inputs template and costing- Commercial team
• Drive innovation and build partnership with internal stakeholders.
• Management wanted to increase its Domestic presence which requires competitive rates and contract prices to be negotiated with customers to win new projects. An strategic vision with an automated template which helps the commercial -sales team strive for penetrating to customer minds with their competitive pricing without losing on gross margin for the entity. Incorporate past project lessons to the business models with alternative proportions enabling focused approach to move from captive unit to a domestic business hub.
• Development and Implementation of project cost management tool, [ contract profit module] in house software – Italy and India
• Strategic, financial and operational acumen
• Real time project cost management tool was need of the hour with projects running to multiple years and tracking them with limited manual intervention. Coordinated efforts with India project and business management team in develop, implementation tool that attributed to considerable progress in improving gross margins and better turnaround time in arresting the overrun in projects, as the tool provided them with necessary information that is critical for business operations.