Hemant Malhotra

• Spearheaded business transformation across Hire to Retire, IT, and Finance & Accounting, driving efficiency and performance globally. • Implemented a change management framework, ensuring smooth transitions and high service delivery. • Developed a three-tier governance framework to enhance collaboration between business, shared services, and service providers. • Established a customer service and Service Excellence framework, improving CSAT by 25% and UX by 30%. • Introduced an Operations Excellence framework as part of the GBS maturity model, fostering continuous improvement. • Global capability centre / Global shared Services , Transformation , Business transformation / Strategy / compliance / ERP Implementation/ Revenue enhancement / Bottom line improvement using Business Transformation • Led Digital Transformation, implementing ERP (SAP HANA 4, Oracle), RPA, and a Responsible AI framework with ServiceNow. • Created a comprehensive risk assessment framework, strengthening global risk mitigation strategies.

Global Transformation leader for finance and non-finance teams leading 100+ countries on projects worth 90M+ BI and driving change and improvements using basic six sigma process improvements, design thinking, Agile methodologies and overlaying with the right technology Platforms  Set up and Lead a team of Transformation Directors and Senior Directors for global Transformation  Set up the Project Management & Change management Framework’s for the organization (Playbooks)  Set up & Creation of Centre of excellence Playbooks (Intercompany, Revenue Recognition, Collections, Statutory, Reporting)  Responsible for interacting, managing and driving improvements across the CXO level (Regional & Global)  Responsible for driving Turn around projects i.e. managing & integrating acquisitions from an E2E perspective – Integral – (6M – 3M losses reduced in a year)  Led and Improved the cash flow for the second largest geography by bringing in cash 30 days earlier and optimizing 30% cost to serve.  Responsible for Managing the Process owner organization (P2P, O2C, R2R, T&E, Payroll)  Responsible for Managing, standardizing the technology Platforms across the organization  Owning the ERP for the organization (People soft) in terms of process and enhancements  Setting up and leading a Testing COE for ERP and all the Other tech tools  Set up the Robotics and AI framework for the organization

Setting up a GBS centre for Smith & Nephew within a span of 18 months and ensured stable state operations across Finance and accounting, procurement, supply chain, IT services.  Defined the Target Operating Model and created Centre of excellence for R2R, Data management and IT. High end roles (Controllers/ Astt. controllers) based out of the SSC.  Created a 3-year transformation roadmap delivering Productivity by implementation of Ariba Pro, Trinitech, RPA & Six sigma projects.  Responsible for getting all Licences in place for SSC operations  Responsible for creating a transition Playbook for transition from the incumbent & from the market for 350+ resources.  Leading Global controllers and assistant controllers managing various regions based out of the centre and creating standard ways of Operations and book keeping for the health care major  Responsible for Creating a compliance Framework across various domains Like R2R and P2P Sub process, SOD, technology  Set up a reporting organization to ensure that daily, weekly monthly metrices are measured and reported as per the view needed by various levels  Responsible for capturing low hanging opportunities for automation and standardization during the transition  Created Value stream Maps for all the processes OTC, P2P along with the Process owners and the country controllers to identify & eliminate Kaizens Implemented ERP framework SAP/SAP HANA4 , Oracle

Leading CPG majors in the F&A domain across order to cash, procure to pay and record to report. Lift and shift transitioning work offshore from the client location and delivering a 40% plus productivity. Delivered a business Impact of $60Million with $36Million in the pipeline. Managing a total Annual Revenue of $12Million Leading a CPG major, 200 FTE’s transitioned in 2016  Responsible for Implementing lean digital, automation, NLP etc. Created 14 Robots delivering a productivity impact of 16FTE’s on a base of 30  Responsible for Managing client relationship Independently, leading to a mining growth of 120 people on a base of 118  Responsible for Managing the end to end for Finance and accounting processes from Order Management, collections, cash apps, Record to report and procure to pay  Implemented Playbook defining governance via metrics , Audit Mechanism & Investment in Technology  Led teams to standardize the processes and create/Modify policies for enabling automation and tools implementation  Responsible for hiring, people practices, employee motivation and reduction in bench to ensure smooth delivery of all internal and external metrics- Implemented 10 best practices  Responsible for the profit and loss of the account, ensuring a steady increase in margins YOY ( Seat utilization , De skilling , Zero Bench , lean org structure )  Creating and implementing a transformation road map to take the customer from the current state to best in class or the desired state  Responsible for putting a reporting structure in Place and continuous monitoring of all key parameters  Communicating across organisational boundaries, ensuring that best practices are picked up and emulated  Third party management responsibilities like IT support  Working with the client and operations teams to identify and Manage service improvement activities ERP implementation SAP, SAP HANA4 , ORACLE User experience improvement using HCD methodology

Responsible for Handling front end risk for the six metros In India Identifying parameters that can help reduce the risk involved in doing business at various locations across the country. Doing analysis on the current portfolio depending on regions and identifying the new markets. Also analyzing the current markets and keeping the risk factor in control Hiring, managing, developing, and evaluating the production staff to ensure proper methods/techniques are used to achieve the highest levels of quality and service to meet required goals Responsible for defining procedures and policies and recommending design features based on performance and Interdepartmental feedback. Like reducing turn around time to enhance customer satisfaction Responsible for meeting the quality standards. Reviewing statistical data regarding productivity levels and performance; making recommendations and taking actions where appropriate. To evaluate opportunities at Department-end and provide outsourcing solutions of processes from Operational standpoint. Motivate the team and innovate on operations methodology to ensure minimum cycle time from spotting the opportunity to actual service delivery 6 Call center Heads / Managers Reporting into me along with a field manager at each place Developing key matrices to reflect the efficiency of the outsourcing exercise Laid down the structured process of operations from basic details like call flow, monitoring, Organization structure, motivational tools, training and development, call quality along with the goals expected with their tenure. Identify, evaluate, and Solve operational, technical, training, administrative and human resource issues. Ensuring that each of the call centre's meet and exceed Productivity and Quality Metrics Reporting

Responsible for running operations for Two Auto Collections portfolio Independently (First investors and South East Toyota finance) Portfolio sizes of $300 million and $500 million delivering a cure rate of 97.7% Also responsible for two banking processes Responsible for Handling Client relationships for all the 4 Processes Transitioned the Pilot for prime auto portfolio responsible or setup of the process, including staffing, planning, technology & strategy. The portfolio ramping up to 35 FTE's in just two month's of operation Laid down the structured process of transitioning the new hires to the operation floor along with the goals expected with their tenure. Constantly enhance the quality & productivity of the team in order to provide exceptional customer service by enabling them and keeping them motivated and satisfied. Identify, evaluate, and report operational, technical, training, administrative and human resource issues to the Operations Manager on duty. Actively involved in Hiring for the organization as a whole Ensuring the Portfolio's meet and exceed Productivity and Quality Metrics Designing and Implementing Dialer strategies Regular client Interaction Designing and implementing of Incentive Plans Have been Actively Involved in New hire and Refresher trainings Reporting Also responsible for a 10-15 member Skip team for a Bank card portfolio of size $100 million

in the BFI Business Unit Was associated with Citimortgage Inc. Collections process after transitioning it successfully from the client location. The profile included: Leading a 10-15 member Collections team that Includes both Medium Risk and High Risk agents. Maintaining Productivity and Quality Metrics for the Team. Involvement in training and Reporting Active involvement in Tracking Quality and Providing feedback Process and Training related Interaction with clients Was Earlier responsible for a Customer service team Sprintpcs

Managed a team of 5 -8 Sales Representatives.