Pragati Pratap

I. Business Process Re-engineering :-

• Spearheaded end-to-end process re-engineering of the lead-to-cash cycle across four divisions for a leading textile machine manufacturing company achieving

- 43% reduction in cycle time and 30% reduction in manual activities through workflow automation, optimizing existing configure price quote (CPQ), and CRM–ERP integration

- Increased opportunity-to-order conversion rate by 18% through setting KPIs for sales teams, and automating the quotation and follow-up process in CRM

- Improved lead management by standardizing qualification criteria in CRM and automating lead assignment, increasing the lead conversion rate by 18%

• Led end-to-end review of 11 core processes for a leading Tyre Manufacturing company identifying 138 control improvement opportunities across Order-to-Cash, Procurement, Production, HR, Finance, Compliance, and Asset Management

- Introduced centralized procurement across multiple spend categories, leveraging volume discounts to reduce purchasing costs

- Configured the BOM in the system to automate consumption accounting and enable faster, more accurate IO reconciliation.

- Implemented a process to track non-moving and slow-moving inventory through automation, codification, categorization, and valuation norms in SAP

II. Internal Audit and Control Testing :-

• Led and executed risk-based internal audits across 8+ hospital units of a major Indian multinational healthcare conglomerate, a compressor manufacturing company, including audit scoping, project management, risk assessment, root cause analysis, and formulation of mitigation strategies
• Identified significant financial impact through audits, including ~INR 6.4M in revenue leakage recovery for a healthcare unit and ~INR 0.8M cost savings from excess dealer claim detection in a global agricultural machinery manufacturer
• Performed Internal Financial Controls (IFC/ICOFR) testing across production, procurement, inventory, warranty management, FSCP, accounts payable, and treasury processes for multiple manufacturing companies, recommending remedial actions to strengthen control environments.
• Prepared and presented detailed audit reports and executive summaries with key findings and recommendations to CXOs and audit committees, enabling informed decision-making.
• Monitored audit project execution timelines and provided periodic updates to internal (Directors & Partners) and external (Client CXOs) stakeholders

III. Enterprise Risk Management Review :-

• Assisted a team of three in the ERM framework review of a Healthcare IT Service provider, to identify and assess strategic, operational, financial, and compliance risks - using workshops, stakeholder interviews, and risk-scoring techniques
• Evaluated existing mitigation plans, integrated risk registers with governance structures, and provided recommendations to enhance monitoring, reporting, and accountability across business functions

• Managed CXO-initiated internal audit automation projects of a Global biopharmaceutical company , serving as the primary liaison between Internal Audit leadership Team and IT

- Collaborated with stakeholders across departments to define requirements for new projects and translated user needs into actionable items that could be addressed by IT teams

- Analyzed existing systems and processes to identify areas of improvement.

- Defined Acceptance Criteria's and conducted user acceptance testing to ensure system functionality met specifications.

- Facilitated workshops to gather input and feedback from end-users and management

- Supported project managers in tracking project timelines and deliverables consistently