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Mobile: +*** - ******** Email: add2ot@r.postjobfree.com Location: Muscat, Oman

CORE EXPERTISE

Enterprise Growth Fund Raising & Investments M&A Digital Transformation Business Continuity Management Outsourcing & Insourcing PROFESSIONAL EXPERIENCE

Alkhonji Holding Group, Muscat, Oman Group CFO & Board Secretary Mar 2016 – Feb 2020 Investments, Real Estate, Construction, Trading, Services, Lifestyle, Projects across Education and Hospitality Led Group Finance and oversaw the other group companies by partnering with the CEO, EC and BOD. Was responsible for Fundraising, Project Finance, Accounting, Taxation, Audit, Planning, Information Technology, Supply Chain, and Controlling Operations; provided Financial and Commercial advice across all areas of Business. Also served as secretary to the EC & Board Business Consolidation Partnerships and Investments: Consolidated the entire Investment Portfolio and led the company to invest in organic and sustainable business growth through Partnerships and Joint Ventures. Converted Investments of $20Mn from non-performing assets to long-term investments with net cash yields of 8% per annum. Total Direct Long-Term and Short-term Investments of $10Mn each across projects made through share broking firms. Initiated 50% JV with Bahrain Group in Industrial Products for Oman (With ICV concept) and Qatar markets.

Project Financing: Arranged Conventional and Islamic Project Finance for all the new business ventures: IPM School Project – PropCo/ OpCo

- $25Mn (75% Debt). Residential Project - $12Mn (60% Debt). Muttrah Heritage Hotel - PropCo/ OpCo - $18Mn (50% Debt). Multi Mall - $50Mn

– Under the Project Report (Private placements + Debt + Equity) - $100Mn projects in the pipeline Finance Leadership: Developed analytical & financial insight for short and long-term decisions - resource allocation outcomes and processes. Developed great banking relationships. Chalked out a 3-year plan with 1-year budgeting based on ZBB (Zero Based Budgeting) and Periodic Reviews with Functional and SBU Heads

Organization Structure: Created a new Organization Structure, defining roles and responsibilities for the group. Delivered a family business charter in a complex environment. Managed Yearly and Monthly accounts closing with complete MIS to all stakeholders IT Transformation: Led team to upgrade ERP, enhancing business processes by providing periodic reports and driving prudent decision making. Introduced all corporate expenses at Group level to Shared Services. Strengthened Supply Chain, optimizing contribution to the bottom-line VinWin Solutions, India Entrepreneurial Feats Jun 2015 – Feb 2016 Managed IT Projects with large Indian Organizations and MNCs Client – Vimta Labs, Hyderabad, India Clinical Research Laboratory Clinical Research Laboratory Enhanced SAP to improve Business Processes; On-site Infrastructure Management Services for an HP Metro Cluster Cloud BCP environment, one of the first facilities in Asia

Delivery Head NIIT Technologies Limited, Hyderabad, India Served for a short while, before moving to Oman: Streamlined internal & external processes in one of the largest Treasury and Payroll Government SAP HANA & BI projects in South East Asia on a large HP cloud environment in Andhra Pradesh and Telangana, India. The deal was worth $30+Mn for seven years with a team of 150+ members serving 50,000+ users. Team right-sizing and customization led to 10% Cost Reduction. General Group, Saudi & Bahrain Chief Information Officer & Profit Centre Head (IT) Dec 2012 – May 2015 Automobile Parts, Manufacturing, Trading and Projects across Tyres, Batteries, Coatings and Rubber Products Strategized and implemented Business Technology roadmap for all the 6 group companies (ERP, BI on private cloud and IT Shared Services for 120 users) to align business processes

End to End SAP ECC.6 (FICO, MM, PP, QM, SD, PM, PS, HCM and BI on Sybase) Implementation with an in-house team in 3 countries. Commissioned private cloud data centre on VM ware and HP platforms with SAN (Storage Area Network) and Fortinet UTM (Unified Threat Management) in a clustered environment, with zero downtime that yielded twin benefit to CAPEX and OPEX Introduced IT Policy with Business Continuity Plan by implementing HP SRM. Implemented Pareto, increasing customers from 9% to 11%, and reducing inventory levels by 10% as well as debtors by 25% Built complete Finance Module; Segment & Profit Centre Accounting with full cost controls. Infrastructure Management Services (IMS) including Vendor Management with an in-house IT team of 15 members as Shared Services across the group with a different salary structure and Performance Management System. End-to-end visa processing for 12+ nationals with an alert system was implemented in the mechanism First to achieve SAP Point of Sale (POS in R3) solution in tyre service centres across the world, facilitating online stock visibility across all retail stores, increasing spot sales by 10%

A keen problem solver, with extensive stakeholder management across listed and family- owned businesses, he has led both the Finance and Information Technology functions at the helm with a full grasp on the implications of financial processes and significant technological trends on the business environment. He brings healthy business decisions alive by driving transformation that increases business agility, improves processes, and ultimately fuels growth and leads to great customer experiences. With a holistic approach to integrating Technology, Operations and Strategy, he continues to create superior business innovations. A calculative risk-taker throughout his career with rapid progression to C-Suite positions, he has held central roles across growth strategy, fundraising and business management. Ratnakar

Nemani

CFO - CIO Synergy Prudent Investor

Value Creator Business Transformation

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Started IT Division providing SAP & IMS services contributing to P&L; also created a talent pool of 60+ on a hybrid model. Two major Clients:

• Nabha Rubber Factory, Manufacturing Services: SAP on Private Cloud: FICO, MM, SD, PP, PS, PM and HCM. Product Cost vs Selling Price

• Heba Safety, Safety Items Services: SAP Support, capturing all Production Overheads Himatsingka Seide Ltd., Bangalore, India Chief Information Officer (Vice President) Sep 2010 – Aug 2012 Textile Manufacturing, Distribution, Exports and Retail (Silk Fabrics - 50% EBITDA) $336Mn Strategized & Implemented IT roadmap for all three companies (ERP, Private Cloud & IT Shared Services for 300 users), aligning business processes by conducting SWOT and BPR in India and US End to End SAP ECC.6 Implementation (FICO, MM, PP, QM, PM and SD with AFS model on DB2) with an in-house team, replacing 15 legacy systems. Developed weaving & processing screens with quality parameters, reducing customer complaints by 80%. Honoured with Best Implementation Award from SAP India in 2013

Hybrid Infrastructure Services: Created In-house IT team of 30+ people as a shared service across the group; Outsourced support for all the stores across India, Dubai, Singapore & US. Integrated (Offline) all 320 looms’ PLC data to SA, ensuring 100% input data accuracy; Integrated Bar Code with SAP in Greig fabrics inspection, reaching 100% accuracy Built Data Centre Operations and Networking with various offices. Commissioned private cloud on VM ware and HP platforms with SAN

(Storage Area Network) and Fortinet UTM in a clustered environment and DR facility. Followed the PMP methodology of PMI and implemented IT policy, improving internal SLAs

Optimized working capital by 3X in 2 years & consolidated finances for India, US and Italy on to one platform Successful MRP – Manufacturing Resource Planning, including the Planning Board for the production; improved transparency levels among production and marketing departments.

VST Industries Ltd. (An Associate of BAT Plc., UK), Hyderabad, India Various Roles Jul 1992 – Aug 2010 Manufacturing, FMCG, Distribution – Tobacco & Cigarettes, Food, Agriculture, Shared Services $270Mn Started his career journey with VST Industries Ltd. (an associate of BAT PLC., UK, a Fortune Global 500 conglomerate) as an Accountant and bagged nine promotions in 18 years becoming a C-level Executive within 11 years. Instrumental in transforming IT into a Profit Center, worked across various verticals and locations, honing his people management skills and adaptability Chief Information Officer (GM) & Profit Centre Head (IT), Hyderabad, India May 2003 – Aug 2010 Finance Professional to IT evangelist; contributed to CAPEX and OPEX benefits during outsourcing and insourcing. Transformed IT function into a profit centre contributing to P&L providing SAP and IMS services, converted outsourced risk into an insourcing opportunity and created a talent pool of 300+ with a hybrid (in-house + franchise) model Successful SAP up-gradation: 4.6C, Oracle DB, Sun Solaris to ECC 6, IBM AIX - Delivered, implemented and enhanced ERPs (SAP)/ Applications in over 15 companies providing business benefits integrating PLCs, Barcodes and third-party applications following ASAP (BPM / PMP of PMI aligned) methodology, collaborating closely with cross-functional teams Spearheaded TOS (Total Outsourcing of Services) of IT for ten years with a deal size of INR 35Mn addressing the major issue of attrition. Implemented IT Policy and BCP, completing Clause 49 Review (SOX) in 2 months. Led team to shift network from Alcatel to Cisco across 24 locations; increasing uptime from 76% to 96%.

Implemented Treasury module; putting surplus cash of $33Mn into prudent investments. Implemented Thin Clients across corporate office and factory; reducing OPEX by 30%. FIMS – Farmers Inventory Management Suite on VB.Net with Oracle DB integrating Bar Code Systems for 15K farmers; increased purchasing capacity from 50K to 150K Kgs/day. PIPS – People Information and Payroll Suite on VB.Net with Oracle DB Moved to insourcing within three years, increasing business process uptime with 10% reduction in OPEX in 2007 Sold the division for a great deal when the associate company (BAT PLC, UK) decided to stay only in the tobacco business Designed the HR model on the concept of Glocalisation and implemented a PMS in alignment with the IT business that also helped build proposals and pre-sales for medium and large IT outsourcing deals, exceeding customer satisfaction Drove sales directly, including proposals and agreements – Some Key Customers:

• Indian School of Business, Business School Services: SAP (HER-CM) Re-implementation - FICO & SD Asset barcoding and Special Programs

• Hindustan Sanitaryware, Building Materials Services: SAP Support for six modules, Product Price Modelling

• Priya Foods, Food Manufacturing Services: SAP Re-implementation & Support for six modules, Production and Costing

• ITC PSPD, Paper Manufacturing Services: SAP Resources at low cost

• Andhra Cements, Cement Manufacturing Services: SAP Implementation for 6 modules, Automated Commission Process May 2003 – Aug 2010

CIO (GM) & Profit Center

Head (IT)

Jan 2001 – Apr 2003

Deputy Chief Financial

Officer (DGM)

Jan 2000 – Dec 2000

Senior Manager – Finance

(AGM)

Jan 1998 – Dec 1999

Finance Manager

Jan 1997 – Dec 1997

Audit Manager

Jan 1996 – Dec 1996

Regional Accountant

Nov 1994 – Dec 1995

Senior Accounts Executive

Jul 1992 – Oct 1994

Junior Accounts Executive

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Deputy Chief Financial Officer (DGM), Hyderabad, India Jan 2001 – Apr 2003 Corporate Financial Planning/ Budget for three years with ZBB (Zero Based Budgeting) and a Revenue of $260Mn. Finance Budget preparations & tracking; Investment Planning and Working Capital Management with daily cash flow monitoring; Organising MIS on actual P&L vs budgets along with variance analysis and insights Audit & Assurance: Handled statutory audit for quarterly & annual accounts closing; Revised DOP (Delegation of Powers) Policy for ERP and SAP, strengthening internal controls; Set up processes for evaluation of CAPEX proposals Corporate Insurance: 15% reduction in Premium with higher insured value and consolidation in role profile; Covered a new policy for Employee Loans and Introduced Risk Policy

Finance Core Team Lead in SAP Implementation in Corporate, Factory and 22 other locations; created customized reports, saving the company INR 5Mn and facilitating a shift from positive to negative working capital (unique business case) within 18 months Managed prudent Product Pricing for a new Brand which reached sales of 50Mn units within the first year Senior Manager Finance, Special Projects, Hyderabad, India Jan 2000 – Dec 2000 Led entire North-East Project, monitored third-party manufacturers; ensuring good quality of products consistently; 70% of excise duty collection within one month; Ensured seamless supply chain to all the manufacturers including production Ensured Statutory compliances by manufacturers; Working Capital Management & Recovery of refunds from manufacturers within three days CAPEX and OPEX control and MIS Reporting; Increased production for maximum excise exemption, Managing workforce in all three factories Manager Finance - The Global Green Company (100% Subsidiary of VST Industries), Hyderabad, India Jan 1998 – Dec 1999 Controlled entire Finance & Accounts including EXIM; assisted in selling one division to consolidate into the core business, creating an opportunity for due diligence on the valuation for fundraising through IPO/Sale; Corporate Planning and Budget for 3-year Plan with ZBB Plant Finance: Complete accounts including Sales Tax and DTA; MIS - Budgeting & Forecasting – coordinated all activities ensuring commitment from business representatives; managed all aspects of month-end reporting and year-end closing Raised Funds through Private Placements; Spearheaded IPO process singlehandedly, appointing managers, offering documents, due diligence procedures, regulatory review, preliminary prospectus, investor meetings and finally selling the company in line with Global Corporate Policy Working Capital Management; CAPEX and OPEX Budget Control, Cash & Bank Activities, Export Accounting and coordinating with Banks for Export Packing Credit. Statutory and Internal Audit; coordinated with auditors and cross-functional teams to ensure proper and timely compliance of closure of the audit

Audit Manager, Hyderabad, India Jan 1997 – Dec 1997 Set up an Audit function, formulating internal controls by revising company-wide SOPs; initiated better transparency at Board level; responsible for end-to-end management of systems and transactions audit across the entire company, including one manufacturing facility, six regional offices, 20 circle offices and two leaf purchasing and threshing facilities Risk Management: Implemented Business Risk Policy leading to Risk Optimization with BRIT and BRET committees; Member of BRET Committee

Developed, executed and reported on audit based on defined Internal Control Procedures. Managed Internal Audit, including evaluation and guidance of internal/outsourced audit staff

Reviewed systems, procedures, and policies including an appraisal of past transactions and probe into deviations from established SOPs Regional Accountant Sr. Accounts Executive Jr. Accounts Executive, Calcutta & Guwahati Jul 1992 – Dec 1996 Managed Marketing Finance, Sales Accounting, Commercial, Logistics and State Taxes for a region with 8 C&F Agents, 100+ Distributors who were contributing to 50% of the company’s turnover; Propounded ways of Multiple Transfer Pricing of the product, resulting in tax savings across regions

Budgeted Finance overheads in coordination with circle managers and submitted periodic variance reports C&F Agents: Depot & Stock Management and Load Management under Insurance limits Monitored credit limits for Dealer & Receivables Management and fund remittances to reduce float in the bank current account daily Indirect Taxes: Calculation, payment, filing returns for Luxury Tax, Octroi and Entry Tax; Liaised with auditors & functional teams to ensure audit compliance across the branch

EDUCATION AND CREDENTIALS

CMA (Cost & Management Accountant) ICMAI (ICWAI), India 1995 Bachelor of Commerce Maharaja’s College of Vizianagaram, Andhra University, India 1990

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