Understand the deposits behind the balance

I am chief financial officer of Tevrunsha Cooperative Bank in Silchar. At March 2026, our six-branch institution held ₹310 crore of deposits and ₹230 crore of gross advances, with 86 employees. I lead a nine-person finance team and report to the chief executive. My responsibility covers financial reporting, budgeting and the evidence used in funding discussions. Credit sanction, investment dealing and statutory audit have their own owners; a CFO title does not combine those authorities in one person.

My first job in 1994 was bookkeeping at a member credit cooperative. I learnt to distinguish a member's account balance from the timing of the money the organisation could actually use. Moving into banking later exposed me to branch economics, deposit renewal patterns and the tension between local relationships and aggregate funding assumptions. I am interested in the point where a familiar customer story becomes a number in a planning model, especially when nobody has checked whether the story still holds.

Recent decisions include changing the assumptions attached to a cluster of large deposit renewals, challenging the financial case for a proposed branch and separating a one-off recovery from recurring earnings. None was a solitary finance achievement. Branch managers, treasury colleagues, credit staff and directors held different pieces of the evidence. My role was to make the disagreement explicit, show the cost of each option and preserve the distinction between a recommendation and the authority to approve it.

Current focus

I am improving the connection between branch observations and funding forecasts, with particular attention to assumptions that survive in spreadsheets after customer circumstances change.

Conversations I welcome

I am open to a future finance leadership remit in a regional financial institution and an initial board discussion with a non-competing services company, subject to consent and eligibility assessment.