Satya Narayan Panda

The company is into ground handling services spread over more than 100 airports. As CFO of Air India Air Transport Services Limited, I looked after the complete end-to-end finance function of the company. It had lot of legacy issues including revenue generation during pandemic. Improvements made in some of the areas were:

• The annual revenue was more than doubled.
• Actively participated and promoted both organic and inorganic growth of the company.
• Was instrumental in complete business transformation and post-pandemic revival.
• Developed strategic business plan for the next 3-5 years.
• Evaluated existing financial systems and processes and modified wherever necessary by process improvement and creation of SOPs to ensure strong financial discipline.
• Created cross functional authority matrix for more effective internal controls.
• Identified and implemented potential areas for cost savings and revenue growth.
• Developed a comprehensive budget (Capex and Revenue exp) for the coming year(s).
• Reviewed and planned short-term and long-term financial goals.
• Reviewed the company’s banking relationships and ensured smooth and cost-effective banking.
• Performed effective treasury functions including Foreign Exchange and Cash-flow Management.
• Created working capital reserves and optimized investments for maximum return
• Evaluated current tax position and strategized for better Tax planning and compliance.
• Developed and implemented risk management strategy for the company.
• Established internal controls and ensured compliance with applicable laws.
• Cleaned up and regularized backlog w.r.t
• Finalization of books of accounts.
• Completed Statutory, Internal, Tax, Cost and CAG Audits.
• Created Management system and defined KRAs and KPIs and subsequent assessment.
• Evaluated current contracts and made recommendations for amendments w.r.t
• Risk, reward, and compliance.
• Participated in Audit committee and board of directors’ meetings and implemented their directives (ATRs).
• Facilitated Corporate Governance, Digitalization, automation, and implementation of new ERP.
• Contributed to the Air India disinvestment process indirectly.

• Revamped the overall financial operations, created processes (SOP), defined controls to make the operations highly efficient
• Worked regularly in top and bottom-line improvement.
• Drove Strategic and Operational Financial Management.
• Created and drove Key Performance indicators of the Company.
• Effectively and efficiently managed Treasury, Foreign Exchange, and Cash-flow of the company.
• Created a system of MIS and used Financial Analysis as a tool for management.
• Created the Budgeting process and defined methods for Cost Control.
• Supervised Accounting and Reporting as per GAAP.
• Facilitated Statutory, Internal, Tax and Cost Audits.
• Instituted Business Control, Process improvement and SOPs.
• Improved Internal Control through SOX compliance.
• Ensured efficient Tax management and compliance, local and international including PE and Transfer Pricing.
• Oversaw Company Secretarial Functions.