Vinay Arora

• Full P&L responsibility for the largest business
• Driving Profitable Growth | Continuous improvement mindset | Shape Business Model.
• Allocate resources to drive and address

Product Proposition and Innovation

Consumer Need and Need State | Consumption Occasion |

Frequency | House-Hold Penetration

Sales Team Focus and Behavior | Objective spend evaluation

Customer Terms of Trade | Omni Channel play | Distribution

Portfolio Core | Premium | Rotation | New Pillars | Mix

Brand Equity | Value | SOV I SOE | Market Share I Digital

Pack Architecture | Cohort | Urban | Rural

• Drive Savings and Efficiencies Mindset
• Procurement Integration | Specifications and Degree of Freedom
• Distribution Footprint based on TDC.
• Manufacturing Make vs Buy | Flexibility and Eficiency.

Projects

• Business SPOC for driving project on cost efficiencies and change management.
• SPOC for All Buiness Units to formulate strategy, changes and drive execution during GST transiton in Sept’25.

Exports-Imports

• Address the diaspora, leverage FTAs.
• Business Model Affiliate | Third party | Hybrid
• Transfer Price | Arms-Length | Commercial Contracts
• Regulatory I Ingredients | Labelling | Advance License
• Imports Onboard products from Nestle Global Portfolio, Incubate In-to India market.
• Engage with Regulatory, legal and Corporate Affairs for specifics on Customs Duty, HSN Codes, Labelling and Duty free aspects.

• Drive and enable the Dynamic Forecasting process, acting as a glue.
• Trusted partner, deeply integrated in the decision-making process, with sales, supply chain, and business units.
• Key contact for the Holding Company, including for targets, budgeting, and costing.
• Drive standardization and automation of processes and analytics.
• Responsible for management accounting and internal reporting.
• Controller for HR, Marketing, Sustainability, IT Corporate Affairs and Legal.

Key Achievements

• Creating a Decision Support Pillar: Integrating five teams - Planning and Reporting, Costing, Business Analysts, Digitization Lead, Controller for Commercial Spends, and Corporate Functions.
• Drive Change Management: Right Structure, Mindset, Mobility, and Skills.
• Develop a team of 20 talented and ambitious professionals.
• Digitize: Standardize, simplify, and automate analytics across corporate and businesses.
• Transition from making P&L and budgets to co-piloting CEO and CFO in building P&L and making choices to allocate resources.
• Work closely with the then newly formed Sustainability team to set up financial and non-financial KPIs.
• Impact Assessment for Corporate Social Responsibility Initiatives.

• Structure balance sheets, define financing strategies, and manage group exposure in various markets.
• Countries covered included China [Pooling structures], the Middle East [Principal Model], Switzerland [Re-invoicing Model], Angola, Zimbabwe, Iran [Access to foreign exchange and managing exposures], Nigeria [Using trapped cash to increase equity], Australia, Hong Kong [Equity reduction, within thin cap rules], Turkey [manage currency and high financing cost], project related to setting of a ‘Global Procurement Hub’.
• Worked with PWC on Transfer Pricing Guidelines; re-fining pricng methodology for Intra Group Loans complying with OECD guidelines;
• Re-structuring Financing Entities across the Globe.
• Re-defining approach on Currency of Groups Borrowing and of Intra Group Loan, covering economic, tax and accounting aspects
• Key POC from Corporate Finance team for M&A transactions, structures and evaluations.
• Nominated as key team member for evaluation of GSK transaction in India.

Span of work Middle East, Africa, Pakistan and Turkey. Key was to integrate and become a trusted and reliable treasurer across the diverse markets.

• As a regional setup, strike a balance between enablement, value addition, and challenge.
• Manage forex availability and price risk.
• Coordinate with external auditors, and with DIFC for necessary filings.
• Leverage technology for cash managment and efficiency.

• Span of Work included Treasury | Risk Management | Trust Management | Pensions | Special Projects

Key Achievements

• Navigating impact of GFC in 2008 on Nestle India’s Balance Sheet and operations.

Unsecured credit facility sustained for over 2000 distributors.

Systematic hedging & cash conservation strictly prioritized.

• Funding over USD 200Mio thru External Commercial Borrowing, incl. special approvals from the Cental Bank and Buyers Credit
• Risk Managment : Grid with actions. Presenting to the Board.
• Re-design Pension policy from DB to DC, in close co-ordination with actuaries and global teams.