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Manish bhatt resume
- 1. Manish Bhatt bhattmani@gmail.com, 7406414243(P). 9999970612(S) FinOps Manager PERSONAL SUMMARY Senior Manager with experience ofsuccessfullycoordinatingthe activities ofvarious departments concerned with the operations, trainings, transitions, compliance, Human Resource and MIS. Proven ability to constantlychallenge and improve existing proces ses and systems. Overall 13+ years of experience in finance and accounts domain. Comfortable working with people of all levels and having an excellentcommercialapproach to solving problems and developing business processes. Looking for an opportunity which will make best use of my existing skills and experience and also further my personal and professional development. WORK EXPERIENCE: AMAZON FinOps Manager Nov 2015 Present Reporting to Sr. Manager (Director) Managing one of the most complex process within Finance Operation of Earths largest online retail Companyhaving a turnover of more than USD 100 billion.Responsiblefor a unique process called POR-SDP for US region and monitoring the outsourced operations of AP in Manila. Also responsible for Dispute Process, POR-Lite and Escalation team. Duties: Managing a team of approximate 55 employees in a busy work environment Ensuring that capacity and capability are continually planned Working closely with financial, Retail Business, Technical Team and HR department Encouraging, identifying and developing best practice strategy Establish and implement goals, objectives and procedures Decision maker on employee payroll revision and promotions Involving right team for problem solving in operations when needed Preparation of White Papers to be presented to Leadership Drive Automation/Robotics ACHIEVEMENTS: Duplicate Project Replica with an annual impact of $ 38 MM o Developed POR category structure o Paid on Time Improvement o Alphabetic model for Inbound queries o Standardization of SLAs o Standardization of entire P2P processes o Vendor Cleansing o Reduction in NRR (Negative Response Rate) KEY SKILLS AND COMPETENCIES: Providing direction and leadership to planning and accounting staff Carrying out investmentappraisals Organizational and improvementskills Prioritizing and managing multi-tasking simultaneously Time management, analytical and problem-solving skills AREAS OF EXPERTISE Strategic business reviews Performance management Transition Management Customer satisfaction Recruitment/Stafftraining Service Delivery Management Re-engineering process ACHIEVEMENTS: Prevented ~36MN USD on Duplicate payments Actual Recovered ~11MN USD on Duplicate Payment GOLD award for exemplary performance Award in GENPACT in 2012 Best FLM Award in Year 2011 Best Supervisor Award to bring the process in Control and TG4 sign off Employee ofthe Year Award for the year 2007 Received Infinite Delight Award for highestno of Positive feedbacks in 2005 PROFESSIONAL B.Com,ICWA (Inter) Certified Six Sigma PERSONAL SKILLS Decisiveness Integrity Attention to detail PERSONAL DETAILS Manish Bhatt, 20507,Indu Fortune Fields Gardenia Hyderabad -500072 DOB: 8th July Marital Status: Married
- 2. Projects: 1. Project Duplicate: a. From Oct16 to Mar17 11K Duplicate/overbilledinvoices amountingto $ 36 MM were proactively identified and cancelled bythe SDP team before due date as the currentsystem controls (system checks at an invoice level and not at an ASIN level) would not have identified them . b. Some of the prominentreasons are adding suffix/prefixto invoice numbers,submission through different sources,Same line items through other PO, using shipping ID or any other number as invoice numbers 2. Paid on time: a. Increased Paid on Time for one of Client from 65% to 88% b. Improve customer satisfaction c. Major defects were short pay terms and high holding time of queries 3. Vendor based Model: a. Converted the conventional FIFO model to Alphabeticallyvendors based model for processing b. Improved efficiency with accurate processing c. Reduction in TAT and response center queries 4. Standardization of entire P2P processes: a. Captured all process steps of all processes at key stroke level b. Prioritizes need for work instructions based on Region wise Complexities c. Defines who to involve and how best to leverage cross-functional knowledge d. Defines a user-friendly layout and rules on how to make work instructions accessible e. Defines tools and relevant KPIs to keep process control sustainable f. Defines how to ensure updating and improvement of work instructions Capgemini (Reporting to Director) Journey: Jul14 to Nov15 Duties: Managing a team of approximate 110+ employees in a busy work environment Re-engineered entire process of Processing and IOH to ensure Business Partner Satisfaction Implemented Change Management on all re-engineered processes with proper concurring documentation Improved accuracy from 90 % to 97 % by applying various techniques Able to save more than EUR 100K through efficiency, restructuring,shiftutilization etc. Symphony Teleca (Reporting to Group Manager) Journey: Oct13 to Jul14 Duties: Managing a team of approximate 25+ employees in a busy work environment Transitioned the E2E of AP process across Europe and Nordics Set up the shared Service operation for one of group company Led the people for Accounts payable, Travel and Expense and Response center Genpact (Reporting to AVP) Journey: Jul08 to Sep13 Duties: Handled Inbound Domestic Calls for CreditCard Division
- 3. Managed the accurate and timely processing ofup to 50,000 invoices per month for large, multi-site organizations.Assessed and closed A/P sub-ledger on a monthly basis,validated contentand resolved various issues. Implemented next-generation technologies and process automations (including new OCR and ERP systems) to foster an environmentof continuous improvement.Trained users and served as the primary go-to troubleshooter on these new systems,which propelled efficiencygains and significanttime- and cost-savings. Facilitated no-fault internal and external audits as a resultof sound recordkeeping and thorough documentation. Instituted thorough cross-checking ofpack-lists,receivers and invoices thathalted a previous historyof thousands ofdollars in overpayments to suppliers. Renegotiated paymentterms with dozens of suppliers/vendors from Net7 to Net 30 days for Improved Paid on time.Improved cash flow and helped facilitate companys return to profitability. Composed effective accounting and ad-hoc reports summarizing A/P data for supplychain,HR and other departments. Implementing service standards and guidelines thatserve as benchmark for excellentservice delivery thereby contributing towards ameliorated service revenue generation Implemented the ledger based approach for invoice processing instead ofFIFO based approach in GSK, first time in Genpact and got successful. Taken and successfully completed the Six Sigma projects Speed To reduce the parked items and capture the learnings for future. Improved the POT to 81% from 67% by altering the payment terms, reducing the parked items and implementing the learnings, by increasing the PO penetration. Given the idea to GSK to update the comments in text column to have reports available through workflow thus saved a lot of time and extra cost. Bring the control in Vendor Master to have a call back process whenever there is a change in bank details to minimize the risk of frauds. Introduced the payment checklist to have full control over process. Introduces the additional control of checking all invoices above 25K before paymentrelease by Manager Managing team functions viz. manpower planning, recruitment & selection, induction, performance appraisal, training, etc. Leading, mentoring & monitoring the performance of team members to ensure efficiency in process operations and meeting of individual & group targets. Creating and sustaining a dynamic environment that fosters development opportunities and motivates high performance amongst Team members. broughtthe changes in visual managementon the floor and got the appreciation from clientto have the visibility of importantmetrics on the floor Given an idea of having a special manual paymentrun weeklyrather than having it randomlyto streamline Agilent Technologies (Reporting to Operations Manager) Journey: Mar05 to Jul08 Duties: Fixing Rejections in Open Interface Table to ensure timelypaymentto the Vendors. Investigation of Invoices on Holds and release ofholds for accelerating paymentProcess. Invoice Refreshing. Resolution ofcustomer queries through emails etc. Fixing Supplier Set up Issues in accordance with SOX Guidelines (including New Supplier Addition/Supplier Change Requests) Analyzing the reasons for 1stlevel/2nd level paymentrejections on a weekly basis Handling Employee Reimbursementissues Handling miscellaneous Iprocurementrelated issues,like raising Purchase Orders,etc. Preparation of MIS on a weekly/monthly basis. Investigation,analysis and research on pastdue invoices,which are not paid in the normal paymentrun Preparation of MIS on a weekly/monthly basis Give training to new employees related to process