Kasturi Krishnadasan

Company Overview: Scaling, high volume B2B international business. Leading real estate marketing and technology company, with over 1,500 employees and servicing over 250,000 properties globally

• Member of the executive leadership team, direct report to Group CEO, and actively involved in shaping the Group's strategic direction and optimising its commercial operations
• Headed up the Financial Planning and Data Analytics functions, mentoring a team of 2 Business Analysts and 1 FP&A Manager
• Designed and executed the end-to-end budgeting and rolling forecast processes, prepared board & management reporting and analysed financial performance to drive growth and optimise financial outcomes
• Ran monthly business performance (P&L, KPI and cashflow) review meetings, set and track targets, forecasts, and performance metrics
• Performed market analysis and intelligence that identified growth opportunities, market trends, competitive positioning and assessed risks to inform the strategic direction and commercial decisions
• Led the development and execution of the Group's short term and long-term strategic plans, including: Developing a long-term plan that drives the strategy, initiative selection and prioritisation
• Collaborated with cross-functional teams to align strategies across various departments
• Rolled out an OKR process that measures health
• Created a system (process, tools, templates, and rhythms) for effective project management and execution of key initiatives
• Involved in M&A activities and led cross functional integration projects

Company Overview: One of Australia’s most prominent media companies, with a market leading presence in content production across broadcast television, publishing and digital and generates over 1.2 billion AUD in revenue annually

• Provided strategic, analytical, forecasting, reporting, and project support to senior management
• Led the monthly, quarterly, and annual forecasting processes across the group to produce long term strategic plans including scenario and sensitivity analysis
• Managed of the impairment process for the Television CGU, including business valuation, impairment analysis and sensitivity modelling
• Improved financial forecasting systems and models

Company Overview: FTSE 250 company owning and managing many of the UK’s biggest shopping centres with 2,600 employees, 500 million GBP annual revenue and 6.6 billion GBP market value of investment and development properties

• Worked closely with CFO and COO on cash flow forecasts for all capital expenditure and managed associated risks
• Partnered with Development Directors and Asset Management on strategic plans, financial appraisals/business cases and property valuations, including review and sign off on all major development projects being considered and preparation of Board level reporting of current and future major development projects
• Presented property intensification (growth) strategy to executive committee by analysing potential revenue and valuation gains from residential investments and the impact this would have on existing shopping centres
• Improved company-wide capital investment process (governance, reporting and insights) and designed a significantly improved reporting pack to CFO and COO that provided further insight into the investment allocation strategy and prioritisation of projects
• Mentored 3 dotted line reports including Chartered Surveyors in the UK development team and Finance Manager in Spain

Company Overview: Global FMCG operates in the health and wellness space with 13,000 employees and 3 billion USD annual revenue

• Led the end-to-end forecasting process for the international business; streamlined monthly forecasting, AOP and reporting processes; and improved gross margin analysis
• Led the financial modelling for the Brexit planning project and other Stage Gate projects
• Supported the S&OP process by identifying and managing risks & opportunities

Company Overview: Australia’s largest infrastructure project costing over 50 billion AUD

• Partnered with Commercial Contract Managers to provide greater financial visibility across all network and service operations contracts
• Led the 5-year strategic planning process, identified risks & opportunities, and streamlined reporting
• Provided financial modelling for various contract pricing review business cases
• Governed investment and benefits realisation process across Commercial Finance function
• Provided valuable insights into the Fixed Wireless and Satellite contracts through driver-based modelling and analysis which resulted in significant cost reductions through pricing negotiations with delivery partners

• Developed stronger relationships with joint venture partners, managing agents and asset management to drive improvements in financial reporting and analysis
• Partnered with Regional Directors and Senior Asset Managers to assess new deals, monitor key KPIs and support strategic decision-making
• Managed the transition of external submissions to the new management model, while setting up outputs for the role from scratch and streamlining processes
• Finance lead in IT project to develop a new database for external submissions
• Led 10-year strategic plan and annual budget process for externally managed centres

Company Overview: Global health food company, representing globally recognised brands such as Evian, with over 100,000 employees and 25 billion EUR in annual revenue

• Led the end-to-end budget process to ensure timely preparation, review, and submission of the annual budget, quarterly and monthly rolling re-forecasts, as well as monthly updates of performance to plan to the exec team, regional and global head offices
• Partnered with senior management team and department heads by providing in depth analysis relating to P&L, profitability, and cash flow, communicating risks & opportunities, and identifying levers to manage risk for decision making purposes
• Led Cash Committee to drive working capital improvements across the business
• Actively sought ways to improve finance department reporting processes, maximise the use of business intelligence tools (Hyperion), and have full ownership of further developments of systems, reports, and dashboards
• Developed and rolled out domestic brand P&L reports that provided insights into performance drivers
• Led profitability improvement project across the business by engaging and educating each department on the importance of improving profitability to drive longer term sustainability, analysing areas of opportunity, setting targets, and rolling out a monthly review process
• Managed and developed a Business Planning Analyst

• Finance lead on the largest revenue producing cross-functional team to analyse performance and prepare budget/estimates
• Full involvement in the decision-making process of innovation/NPD/product changes projects by working with Marketing and Activity Managers to build simulations of new product launches, evaluating the impact of product and pack changes, pricing structure and promotional effects
• Partnered with the marketing department to manage marketing costs and provide key financial insights, including return of investments/impact on P&L and overall effectiveness of campaigns, challenging marketing assumptions for future activities
• Launched a new ROI model which allows Marketers to evaluate the effectiveness of their investments before and after the launch of investment projects
• Implemented new A&P processes which allowed spend to be monitored by key business projects (therefore allowing ROI to be more realistically measured) and provided training to all marketing staff
• This allowed for improved forecast accuracy and effective purchase order management

• Managed and mentored a team of 2 Financial Accountants
• Managed all global and regional reporting requirements to ensure on time submission and reporting accuracy
• Partnered with exec and senior leadership teams to manage, review, and build bottom-up forecasts of overheads, A&P spend and Capital Expenditure
• Created, wrote, and tested finance reports in Hyperion (Essbase)
• Worked with the Regional Treasury team to manage cash pooling, intercompany netting, and foreign currency hedging
• Reviewed and signed off on all balance sheet reconciliations and ensured unreconciled items are actioned immediately

• Produced monthly P&L and balance sheet using accruals-based accounting on budgeted targets or known liabilities to achieve accurate results
• Produced FBT, GST, PAYG and WHT returns to meet lodgement deadlines
• End-to-end management of general ledger including reconciliation of balance sheet accounts for Australia and New Zealand entities
• Managed and reconciled fixed asset transactions and capex authorisations
• Managed requirements of local external audits and liaise with auditor – PWC