A.P. Moller – Maersk (Danish integrated logistics company headquartered in Copenhagen) | Pune

Associate Financial Analyst - AP Moller Maersk

• Owned end-to-end consolidation and leadership reporting for GCC budgeting and budget cycles across a ~USD 350 Mn cost base, 10 sites and ~15K employees, aligning site finance, HR, IT, capacity and business stakeholders to provide decision-ready visibility into new work, efficiencies, inflation, restructuring and FX.
• Co-led the redesign and organisation-wide rollout of the GSC FTE and cost-allocation model for a ~USD 290 Mn cost pool, replacing 45 legacy allocation keys with a transparent segment-function-site framework; aligned regional FP&A teams, GSC FBPs and leadership to enable adoption, earning a Team Excellence Award.
• Partnered cross-functionally to establish and scale Mexico, Poland and Vietnam GCCs, aligning business-case assumptions, cost-centre architecture and actual-cost tracking with HR, Site Administration, Commercial and local teams; delivered Mexico's USD 53.6 Mn budget with 90% accuracy and supported cost-centre set-up for 698 hires, earning a Team Excellence Award.
• Established and owned end-to-end FP&A and performance reporting for Tangier Business Centre across a ~EUR 18.2 Mn cost base and ~294 FTE, serving as the finance interface for leadership and functional stakeholders and delivering actionable insights on cost drivers, workforce trends and actual-versus-budget deviations.
• Delivered enterprise-wide FTE penetration analytics by consolidating 25K+ workforce records across ~63.3K total headcount and ~14.5K GSC FTEs at 10 sites, equipping segment, product and site leaders to evaluate workforce mix, offshoring opportunities and operating-model footprint.
• Owned monthly GCC headcount and Global Footprint reporting for ~19.6K closing headcount and ~21.3K position IDs, partnering with HR, and functional stakeholders to track workforce movements; coordinated Technology cost-centre restructuring that realigned 800+ employees and strengthened governance and reporting readiness.

Whirlpool of India Limited (Indian home-appliance manufacturer headquartered in Gurugram) | Faridabad

Deputy Manager, Finance - Whirlpool Corporation

• Owned end-to-end controllership for a ₹137.2 Cr fixed-asset base, partnering with Plant Operations, Procurement, asset owners and Central Accounting to govern the asset lifecycle from capital requirements and CWIP through capitalisation, physical verification, depreciation and disposal, ensuring accounting accuracy and policy compliance.
• Instituted an owner-wise control MIS and led quarterly accounting reviews with Plant Operations, SCM and Central Accounting, reducing >90-day vendor-rejection exposure by 65% from ₹135.65 lakh to ₹47.43 lakh, eliminating ₹24.78 lakh of >180-day CWIP advances and reducing pending GRIR cases from 15 to 1.
• Steered monthly Profit for Growth cost and KPI reviews with Production, Maintenance, Manufacturing Engineering and Finance across productivity, energy, repairs and maintenance, scrap, consumables and yield, converting actual-versus-target gaps into department-owned action plans and reinforcing cost discipline and execution accountability.
• Revamped and automated plant cash-outflow planning by integrating SAP payables ageing and due-date visibility with standardised departmental inputs for unrecorded one-time obligations, improving forecast completeness, plant-level liquidity visibility and timeliness of Head Office submissions.

Vedanta Limited (Indian natural resources conglomerate headquartered in Mumbai) | Lanjigarh

Assistant Manager, Finance - Vedanta Ltd

• Represented Finance in quarterly business planning and cost-of-production reviews for Lanjigarh alumina operations, collaborating with cross-functional plant teams across ~2.0 MnT planned hydrate production and ~$420 Mn annual spend; translated FY21 COP of ~$434 Mn at $235/T into management inputs for raw-material planning, conversion-cost control and resource allocation.
• Managed end-to-end monthly MIS and performance reporting for Lanjigarh alumina operations, covering cost-centre spend, cost sheets, inventory valuation, general-ledger scrutiny and month-end close; surfaced spending trends and cost-optimisation opportunities to support management decisions on operating costs and resource deployment.
• Coordinated quarterly vendor reconciliations, creditor-ageing reviews and statutory and tax audits with cross-functional plant teams and internal and external auditors, enabling timely discrepancy resolution, stronger ledger accuracy, reliable management reporting and sustained audit readiness.

• Awarded Maersk SPOT Award (2024) for restructuring Technology cost centres, realigning 800+ employees and strengthening reporting governance
• Awarded Maersk Team Excellence Award (2023) for enabling the Mexico GSC set-up through cost-centre architecture for 698 hires and delivery of a USD 53.6 Mn budget with 90% accuracy
• Awarded Maersk Team Excellence Award for co-implementing the Budget 2025 GSC allocation redesign across a ~USD 290 Mn cost pool and enabling regional adoption
• Awarded Whirlpool Manufacturing Star (2021) for supporting a 50% reduction in obsolete inventory from ₹2 Cr to ₹1 Cr, improving working-capital efficiency

• CMA (Cost and Management Accounting), Institute of Cost Accountants of India, New Delhi
• BCom, Durg University, Chhattisgarh

• Selected as Conglomerates Vertical Head, Placement Committee, IIM Ahmedabad PGPX, responsible for recruiter outreach, role mapping and candidate-company fitment across leading Indian and global conglomerates.
• Organised themed events and team-building activities as a member of Maersk’s Corporate Fun Committee, fostering employee engagement and workplace collaboration.