Learning what the factory asks of its financial account

Mandate

Connect funding, obligations and manufacturing economics in enterprise decisions

Outcomes

• Brought advance-related fulfilment into a dividend decision
• Limited invoice funding with retained recourse visible
• Declined uneconomic refinancing and revised constrained-capacity costing

Decisions in context

I became CFO in February 2021, leading 38 colleagues through four heads with ₹7.8 crore annual function expense under Anand. Nisha leads operations. The company employs 680 people at Rourkela and Sambalpur and recorded ₹264 crore revenue, ₹31.2 crore EBITDA and ₹18.6 crore operating profit for FY 2026. A regional industrial fund owns 65% and employee owners 35%; I hold no direct equity. My decisions concern the obligations behind cash receipts, funding terms and the operating resource relevant to financial comparisons. I have no statutory seat and present matters through the CEO. Company results are enterprise measures, not a statement of personal causation. Technical release and formal professional assessments remain with the authorised specialists, while finance makes their implications understandable in the decision account.

Reason for the move

Current CFO position; no statutory appointment

Mandate

Build decision accounts connecting investment proposals with their funding needs

Outcomes

• Expanded enterprise planning responsibility
• Owned an incomplete kiln-project cash proposal
• Rebuilt the review of work outside the equipment quotation

Decisions in context

I became head of planning in April 2017. The business had 510 employees and ₹198 crore revenue for FY 2018. I led 24 colleagues through three leads with ₹5.2 crore annual expense under the CFO. In 2019 I endorsed a kiln proposal framed around ₹9.8 crore of equipment, leaving civil work, connection and startup needs outside the cash account. Their ₹3.2 crore total required additional approval and the project was delayed nine weeks. I accepted responsibility for treating a supplier amount as a more complete enterprise commitment than it was. The corrected ₹13 crore described project cash, not a common accounting treatment for every component. The experience changed how I assembled operating requirements and financial assumptions before presenting an investment for approval.

Reason for the move

Promoted to CFO in February 2021

Mandate

Connect the financial record with the operating context of kiln-support production

Outcomes

• Moved into a specialist industrial ceramic-support business
• Developed enterprise control beyond site finance
• Worked with production colleagues on resource-based economic questions

Decisions in context

I joined Zevqoshi in July 2011 as controller. The company employed 310 people and recorded ₹112 crore revenue for FY 2012. I led sixteen colleagues through three leads with ₹3.4 crore annual expense under the CFO. The business made ceramic supports and setters for use inside industrial kilns, which required me to understand the production context behind financial measures. A commercial unit did not necessarily consume the same operating resources as another, and a cash receipt did not explain every obligation still attached to the work. I learned from manufacturing colleagues while retaining the distinction between financial interpretation and technical assessment. This period broadened my enterprise perspective and prepared me for planning responsibility, although the later project failure showed that familiarity did not remove the need for disciplined review.

Reason for the move

Appointed head of planning in April 2017

Mandate

Explain site economics with the operating assumptions visible

Outcomes

• Took people and finance-function expenditure responsibility
• Connected financial categories with the production account
• Learned to distinguish a useful measure from a complete decision

Decisions in context

I became site finance lead in May 2005. Qevruli had 180 employees and ₹49 crore revenue for FY 2006. I led seven colleagues through two leads with ₹1.2 crore annual expense, reporting to the CFO. The role made me responsible for how a team explained the site's finances, not simply for producing an individual analysis. I learned to ask what a measure included and whether it was being used for the same question it had been assembled to answer. Operating colleagues helped me understand the conditions behind apparent unit economics, while finance needed to make those conditions visible to decision makers. The experience developed my ability to connect a numerical account with a practical choice without claiming that the model could resolve every operating or professional judgement by itself.

Reason for the move

Joined Zevqoshi as controller in July 2011

Mandate

Support costing by learning the work and resources behind the financial record

Outcomes

• Applied commerce study to factory analysis
• Developed an understanding of production resource use
• Built experience before leading a team or function budget

Decisions in context

I joined Qevruli in July 1999 after completing my commerce degree in June. The enterprise employed seventy people and recorded ₹12 crore revenue for FY ending March 2000. I worked in a five-person group under the plant controller, with neither direct reports nor authority to commit expenditure. My task was to support costing and understand the production activity behind the records I used. I learned that a familiar financial label could describe different conditions and that a useful analysis depended on asking the people who knew the work. The role did not carry the approval authority I would later hold as a senior finance leader. It established the beginning of a continuous career in manufacturing finance and an interest in explaining how resource use changes the meaning of a number.

Reason for the move

Promoted to site finance lead in May 2005