The journey so far
Chief Financial Officer · India · Global perspective
Capital discipline. Strategic clarity. Sustainable value.
I work with boards and executive teams to connect financial discipline with strategic possibility.
$2.4 bn
Capital raised
Equity, debt and a cross-border listing
380 bps
Margin expansion
Over four reporting years
0
Qualified audit opinions
Across twelve reporting periods
11
Transactions closed
Acquisitions, divestments and JVs
The compass
Finance earns trust by making the economics of a choice visible. I combine discipline in cash, controls and reporting with constructive challenge on investment and growth. A clear explanation of uncertainty is more valuable than precision that the underlying assumptions cannot support.
The route
Waypoint 01 · 2007 — 2012
Meridian Consolidated
Connected the operating plan to capital allocation for the first time, giving business heads a shared view of returns, risk and cash.
Waypoint 02 · 2012 — 2017
Harrow & Vale Industries
Rebuilt the funding structure ahead of an expansion cycle, reducing refinancing concentration and introducing a liquidity framework the board could read in one page.
Waypoint 03 · 2016 — 2020
Fairhaven Holdings
Built commercial finance capability alongside operating leaders, improving the connection between reporting, forecasts and business decisions.
Waypoint 04 · 2020 — Present
Aldermoor Group
Leading capital allocation, financial governance and enterprise performance discussions.
Expeditions
01
Competing business proposals were being evaluated on inconsistent assumptions. I introduced a shared investment framework that made strategic fit, cash requirements, downside exposure and decision ownership explicit. The board could compare opportunities on a common basis, and business sponsors retained responsibility for the assumptions that underpinned their cases.
02
Finance reporting had become a collection of local processes rather than an enterprise view. We redesigned the reporting calendar, reconciled key definitions and separated repeatable production work from commercial analysis. The programme brought finance and operating leaders into a shared discussion of performance, with clearer controls around the underlying information.
03
During a portfolio review, I worked with business leaders to distinguish reported growth from the quality of the economics behind it. We examined resource intensity, working-capital patterns and the capabilities required by each strategic option. The resulting conversation gave the board a more considered basis for deciding where management attention and capital belonged.
Terrain
Languages
Harbours
Independent Director
Audit (Chair) · Risk
2021 — Present
Non-Executive Director
Audit · ALCO
2018 — Present
Honorary Treasurer
Finance & Investment
2016 — 2022
Fellow travellers
Turns a complex balance sheet into a decision the whole board can own. Investors trusted the numbers because they trusted the person.
Discipline without rigidity. The finance function became a partner to the business, not its referee.
Dispatches
Revenue, margin and cash forecasts depend on choices about demand, pricing, capacity and working capital.
Read the essayTwo investment cases can appear comparable while using different assumptions about risk, time and resource demands.
Read the essayA faster close creates capacity, but the value depends on how that capacity is used.
Read the essayRecognition
Coverage
Capital & Governance Quarterly · 2025
“Capital allocation is a leadership decision, not a spreadsheet”
The Finance Leaders Forum · 2024
“Inside a cross-border listing in eleven months”
The Boardroom Review · 2023
“What audit committees should ask about cash”
An invitation
For board, advisory and leadership conversations where capital allocation matters.
office@nanditashah.example