Srirama Subramaniany

In my most recent role, I lead budgeting and forecasting activities to align financial objectives with organisational goals. I supervise month-end closing and reporting for Poland and Germany business units, ensuring accuracy and adherence to timelines. I establish internal control measures to strengthen finance operations and minimise financial risks. I initiate finance transformation initiatives in Germany, optimising invoice receipt processes, reconciling vendor statements, and enhancing vendor invoice control. I implement change management strategies to improve financial operations and enhance customer service experiences. The achievements from this role have included the following: - Achieved a 50% reduction in Aged Payables for Germany within the first three months, showcasing rapid impact and financial acumen. - Pioneered new business strategies, stimulating growth and enhancing customer experience through service improvements. - Initiated and led a Lean Six Sigma Project for the Belgium Business Unit, aimed at enhancing Days Sales Outstanding (DSO). - Managed project management initiatives, ensuring smooth execution of financial operations and driving strategic organisational changes.

During my tenure as Finance Controller, APM Terminals, I secured approval for a comprehensive program budget, resulting in a $66M investment initiative. I optimised internal audit processes by implementing robust controls, resolving aged group internal observations. I provided strategic decision support to executive management and the CFO, developing business cases cantered on cost reduction and optimisation. I promoted fiscal responsibility and compliance within the finance department, aligning with corporate financial strategies and objectives. I enhanced the financial integrity and transparency of the organisation through rigorous financial oversight and control. The values I have driven during this role include the following: - Managed, oversaw, and directed a $66M IT Transformation budget, earning the Star Performer Award for exceptional management and reporting. - Influenced strategic decision-making by presenting meticulously crafted business cases to senior management. - Achieved approval for substantial investment proposals, showcasing persuasive budgeting and forecasting capabilities.

During this role, I oversaw the comprehensive transition and transformation of accounts payable processes, including invoice processing, vendor management, and payment operations, achieving early stabilisation and operational excellence. I led the implementation of strategic projects aimed at reducing debit balances, improving advance payment controls, and integrating single sign-on systems for manual accounts payable transactions. The values I have driven during this role include the following: - Decreased vendor debit balance by 30% across the Latin America region within a short timeframe. - Improved system security and user accessibility by deploying single sign-on for accounts payable manual payments. - Automated payment uploads to streamline operations, significantly boosting productivity. - Cultivated robust relationships with global clients, ensuring top-tier service delivery and operational excellence.

During this role, I led the transition and transformation of PTP/OTC/R2R functions to the Shared Services Centre, ensuring operational continuity and alignment with global standards. I supervised process optimisation and workflow standardisation for finance processes, significantly enhancing overall efficiency. I collaborated with cross-functional teams to facilitate the seamless integration of finance operations from multiple global locations into the centralised system. Additionally, I developed comprehensive training programs to elevate team members' skills and maintain high competency levels in financial management practices. The values I have driven during this role include the following: - Applied project management expertise to migrate and revamp global finance processes to the shared service centre. - Led cross-departmental teams to standardise and optimise PTP/OTC/R2R workflows. - Developed and implemented training programs to enhance team proficiency in new financial systems and processes.

During this role, I achieved operational excellence and improved service delivery through quality management and continuous improvement initiatives. I led people management efforts for the F&A Shared Services Center, ensuring effective leadership and development of the team. I ensured the timely and accurate delivery of financial and accounting services, including accounts payable, accounts receivable, general ledger management, and financial reporting. The values I have driven during this role include the following: - Propelled business growth by collaborating with the business development team to create comprehensive F&A service catalogues, leveraging domain expertise in P2P processes.

Aided the management to provide plausible AP solution design to the prospective clients Actively took part in ‘Platform Based Approach’ – the current F & A strategy as with respect to providing functional inputs and creating business document(s). Work on the SAAS (software as a solution) model and provide AP solutions to prospective client with an in house AP workflow tool the company has developed drawing on my functional expertise. Assisted Senior Management in preparing solution decks to be presented to prospective clients. Prepared ‘Point Of View’ solution decks for Generic Accounts Payable Process and presented to Sales Development for ideating and selling to the market. Designed and wrote functional requirement for the proprietary (Accounts Payable) workflow tool as part of ongoing internal shared service centre initiative. Tool went live for Asia Pacific Region, comprising of India and Philippines Acted as a consultant / project manager in the internal shared service centre initiative, consolidating the Accounts Payable process under the shared service umbrella .

I had joined the Accounts Payable team in this Account as an associate for complex customer query handling process. I was promoted to the position of Process Officer in that team by the end of Apr 06 and to the post of Assistant Manager in Apr’07. In the role of Process Officer, I have transitioned a key AP reporting process from our UK counterparts and in the role of Assistant Manager, I have done the E2E Knowledge Acquisition of Accounts Payable Process with a globally renowned Media Client. I have also had a brief, yet proven stint of my hand at the Transition Management Department, coordinating a new wave of jobs ( 80 FTE) for a Telecom Client in Xansa’s Portfolio