Rahul Agarwal

• Implemented MIS for daily margin and wastage tracking, Coordinated annual budgeting processes.
• Reviewing current financial projections and creating detailed budgets to understand how much runway we currently have and how much additional runway is needed. Identifying areas where costs can be reduced without compromising the core operations revamped costs and optimized labor and logistics expenses, significantly reducing overhead.
• Implemented PO-PR process at warehouse, reducing excess inward and optimizing inventory resulted in reduction of wastage from 22% to 12%. Transitioned from a collection center model to an aggregator model, reducing fixed costs.
• Working capital optimization - Streamlined receivables cycle and introduced wallet for postpaid customers to mitigate credit risks lead to reduction of receivable days by 10 days. Introduced innovative payment cycles for farmers and vendors.
• Closed multiple rounds of investment, ensuring compliance and timely paperwork.

• Directed all finance functions, covering business finance, FP&A, treasury operations, accounting, tax management, and corporate governance and compliance.
• Improved CM1 by 15%, contributing with the team to increase batch utilization from 7 to 10 students and achieving a 30% reduction in per-hour landed teacher cost through strategic experimentation with rate cards and optimizing travel expenses.
• Boosted CM2 by 25% through optimizing customer support by utilizing resources more efficiently and reducing class infrastructure costs. Additionally, improved CM3 by 35% by reducing customer acquisition costs (CAC) expenses by 25%, strategically tracking city-wise CAC expenditure and optimizing recovery for maximum ROI.
• Improved operating profit by cutting costs by 50% through optimizing vendor contracts, managing cloud spends, controlling administrative expenses, and implementing headcount reductions.
• Developed operational plans, conducted monthly cash flow projections, and actively managed cash flow statements for the business. Provided oversight for treasury management and enhanced vendor credit cycles.
• Led a team to ensure accurate financial transaction recording and the preparation of statements. Implemented AS-9 compliant revenue recognition, effectively managing deferred and unbilled revenues. Analyzed revenue cohorts to enhance Average Revenue Per User (ARPU) and collaborated with the sales team for performance insights.
• Revamped GST rate from 18% to 8.25%, driving a 7.6% net revenue increase. Ensured compliance, introduced Flexible Benefits Plans for employee tax savings, and streamlined billing through an automated portal.

• Lead the finance team for Wipro Infrastructure Engineering's Automation business, overseeing all financial operations, including the Monthly Closing Process (MEC), Percentage of Completion (POC) revenue recognition, and the preparation and discussion of Management Information System (MIS) reports.
• Managed slump sale of WIN Automation to Precision Automation & Robotics Limited (PARI), including valuation, and data migration to a new ERP.
• Recovered 30MN dues pending for 2 years by closely monitoring receivables in regular sales team meetings. Implemented a receivables dashboard for timely collections and presented key data to management.
• Managed vendor payments in compliance with the MSME Act, resulting in significant savings in interest costs claimed by vendors. Conducted stock audits, handled variance management, and prepared the WELART tool for quarterly ledger backup..
• Facilitate budgeting and forecasting for the annual operating plan, and support in internal and statutory audits.

• Graduated from the GFL program (2020-2022), offering a comprehensive organizational overview through leader interactions and sessions on technical skills, soft skills, and case studies, enhancing scalability, learnability, and diversity.
• Conducted internal audits of the Hire to Retire (H2R) process and fraud risk assessments at two factory locations. Additionally, performed branch audits and drafted a freight costs policy, leading to significant process improvements.
• Contributed to monthly savings of 1MN by initiating the implementation of an HRMS tool. This automated attendance and payouts for full-time employees and contractual labor, replacing the existing error-prone manual process.
• Reviewed debtor hedging processes across all branches in India, ensuring adherence to SOP. Identified and addressed issues with approximately 100 dealers exhibiting continuous late payments.

Performed statutory audits for various NTPC plants, Union Bank of India. prepared income tax and GST returns and analyzed cash and fund flows.

Conducted concurrent and revenue audits of multiple banks following RBI guidelines and performed stock audits in the automobile sector.

• Implemented MIS for daily margin and wastage tracking, Coordinated annual budgeting processes.
• Reviewing current financial projections and creating detailed budgets to understand how much runway we currently have and how much additional runway is needed. Identifying areas where costs can be reduced without compromising the core operations revamped costs and optimized labor and logistics expenses, significantly reducing overhead.
• Implemented PO-PR process at warehouse, reducing excess inward and optimizing inventory resulted in reduction of wastage from 22% to 12%. Transitioned from a collection center model to an aggregator model, reducing fixed costs.
• Working capital optimization - Streamlined receivables cycle and introduced wallet for postpaid customers to mitigate credit risks lead to reduction of receivable days by 10 days. Introduced innovative payment cycles for farmers and vendors.
• Closed multiple rounds of investment, ensuring compliance and timely paperwork.