Nitin Garg

• Project Build and execute transformation vision – building the business case, technology selection and building technology architecture to make Genpact technology landscape simpler, agile, and modern at a global level – for employee experience and expansion of Genpact
• Build a team and Lead the ERP project – most significant transformation for Genpact, building and leading a cross-functional team of 200+ to implement a new ERP in 45+ countries for 115K+ employees
• Technology and process solutions to drive transformation – drive decisions which help Genpact’s HR, Finance and operating process transformation – solutions, influencing and driving change.

• P&L management of NYSE listed Company – Managing forecasting, necessary actions, quarterly results, CXO and Independent board of a $4.5Bn+ for a publicly traded Company - by delivering on financial planning and guidance to investors/Wall Street
• Margin expansion and sustainability – drove 300 bps margin expansion and partnered with CXO to build a sustainable business model for future growth and investment
• Digital Transformation – implemented Data strategy and advanced analytics - Artificial Intelligence /
• Machine Learning models, real-time self-service reporting – reduced excel based reporting by 95% Build a future team–refreshed 60 people team, ↓ layers, lower Attrition, succession plans, talent pipeline

The USD 25+billion only Full-stream global enterprise in Oil & Gas industry selling equipment and services, and employs over 2000+ people in India (GE Oil & Gas + Baker Hughes)

• Integration of newly formed Company – Finance Org, Compliances, Processes, operating rhythms
• Setting up organizations – Building Finance, Tax, Indirect Tax, Controllership for combined ops
• Portfolio optimization – of Biz Components, decision to Divest, restructure - ↑ 200 bps margin
• Drive Profitable Growth – competitive tax structure for $1bn+ deals, ↓long dues 25%, synergy actions, channel development/optimization, turn around segments to +ve margins

• South Asia Region: Planning for acquisition – Combined competitive landscape, Synergy, product capabilities, and growth
• Building Operating Structures for the combined organization in first 60 days for entire 500+ employees
• Social and Cultural transformation –successfully executing impactful first 60 days (and after that) post- deal, a roadmap to one team together
• Drive Synergy targets – strategy to exceed synergy targets to speed up value creation
• Business Development & Growth strategy –Go To Market, partnership strategy (JV, MOUs, Listed Entities etc.), negotiation, business development, Organic growth Strategy

• Drive 20+% y-o-y business growth in partnership with operating leaders; expand geographies/infra, product portfolio alignment and ↑market reach
• Developing a high-performance finance team to drive double-digit growth with 20% lower heads
• Driving process simplification, Localized decision-making, standardization and building scalable infrastructure (shared services – Indirect Tax, Customs, Secretarial etc.)
• Lead cost and operational efficiency in delivering 10% ↓ SG&A
• Oversee board-managed JV and relationship mgmt. with JV partner

• Established and steered the Commercial Finance function for the region, commercial negotiations w/ customers, assessed contract & credit risk/mitigation, pricing strategy, financing, trade documents etc
• Built & Led 10 members team - hiring, training and development initiatives over 2 years Head A/c Receivable portfolio, 30% reduction in outstanding of $180mm
• Building empowered local teams and transitioning Decision making from global counterparts thus contributed to reducing time on such decisions by over 50%

• Established and headed the financial controllership function for the newly formed region. Drove controllership culture and set up structure, processes, systems and operations.
• Handled a team of 7 controllers, streamlined processes, completed 2 satisfactory statutory audits
• Transformed controllership infrastructure by building an accounting CoE of 25 members

• Managed financial controllership function globally, responsible for accounting, international tax accounting and compliance, developed risk scorecard for 110 countries, and transaction accounting
• Also created the distributed controllership framework for GBS and benchmarked vs other GE Biz Led functional currency assessment (FAS 52) and indirect tax (FAS 109) simplification project

• Managed transaction accounting during divestment of Genpact by GE, including IPO; Managed restructuring to re-investment of USD 400 million funds
• Established finance function - FP&A, controllership, Stat/Tax matters of 5 countries, IT system

• Developed pro-forma financials and a flexible model of GECIS for valuation purposes as a part of the 4- member ‘Deal Team’ for GECIS Divestiture
• Established biz planning process for new org

• Responsible for preparing, simplifying and analyzing the business plans and forecast; streamlined and expanded Indian and global financial ops
• Handled monthly closing, MIS, and leadership reviews

• Worked with Frito-Lay, the food and snack division of PepsiCo.