KUSHAL KUMAR

Major work done:

• Data Visualization Dashboard using Microsoft Power BI - KPIs for Finance Senior Management (Financial performance, Foreign Exchange, G-Secs & Bond Yields, segmental trends, commodities, capex, litigations & cash cycle). Reduced dependence on users and spreadsheets, real-time trend analysis, slashed multiple man-hour efforts, real time insights for strategy making.
• Impact Analysis of New Labour Codes - Impact analysis of 4 new social security schemes and Labour codes; financial & operational impact, proactive discussion with auditors and management; providing suggestions to the working committee
• Financial ‘Unpublished Price Sensitive Information’ (UPSI) Controls Implementation - End to end identification of employees who come across Financial UPSI, documenting the same, identifying weak spots, and plugging the same using People, IT, Training & Legal Controls. Improved confidence of senior management on controls around Financial UPSI protection, use of IT tools for access management
• Competition Benchmarking - Analysis of MSIL vs Competition on Financial Parameters; Government policy support to OEMs etc. Royalty and R&D cost analysis for strategic decision making on Transfer Pricing and Corporate Governance matters.

• Worked & delivered on 3 Annual Reports, 12 Quarterly Results & Post-Earnings Investor Call, Financial Estimates & Forecasts, Balance Sheet preparation & finalization, multiple investor meets and Financial MIS
• Built and maintained databases for forecasting future financial performance.

Major projects:

• Indian Accounting Standards implementation (IND AS) - Directly responsible for compliance under Phase-1 adoption of Indian Accounting Standards; impact analysis of major AS and finalization of disclosures (IND AS 107 & 109 on Financial Instruments & IND AS 115 on Revenue Recognition)
• Related Party Compliance - Increased related party compliance from earlier annual disclosure to current half-yearly disclosure; reduced lead time in identification, preparation and disclosure by setting SOPs in this domain; ensured compliance as per new standards (doubled RLP reporting frequency)
• What Went Wrong Analysis - Analysis of 2 automotive component suppliers; one ran into trouble and lost 90% market capitalization while other company quadrupled its market capitalization during same time. What Went Wrong? Was it rapid capex expansion funded through long-term debt funds or was it cyclicality of business? Insights were presented to vendor community during conference.
• Framing Accounting Manual for SOP - One-time project to ensure proper accounting entries and SOP around corporate accounting and reporting domain. Assurance to management and CFO on correct accounting and reporting standards; ready reckoner for finance employees.
• Chart of Account (COA) Maintenance - Implemented better controls over Chart of Accounts maintenance, timely closure of redundant account codes, facilitating opening of new account codes based on new business activities, increased monitoring to plug gaps. One-time streamlining leading to closure of 562 (20%) redundant account codes benefitting in better control and supervision.