Rishabh Mathur

In my current role, I am responsible for developing and implementing strategies to minimize deductions, optimize cash flow, and improve customer relationships.

Key Responsibilities:
1. Strategic Leadership and Vision
2. Deduction Prevention and Process Improvement
3. Deduction Resolution and Recovery
4. Relationship Management

Key Skills:
1. Strategic Thinking
2. Leadership & Management
3. Financial Acumen
4. Analytical Skills
5. Problem-Solving
6. Communication

As a Finance Consultant, I played a pivotal role in the transitioning and setting up of a Finance Shared Service Center in India, where my primary focus was on optimizing the functional processes within the Order to Cash (OTC) and Procure to Pay (P2P) cycles.

In my role, I was responsible for optimizing functional processes in both the OTC (Order to Cash) and P2P (Procure to Pay) towers through the establishment of performance measures, management routines, and automation initiatives.
Procure to Pay Achievements:

• Reviewed existing processes and developed effective solutions to address process-related challenges.
• Conducted RCA to identify issues and develop corrective actions for process optimization.
• Implemented continuous improvement initiatives, resulting in reduced cycle times and improved quality metrics.
• Optimized processes including invoice processing, supplier onboarding, non-compliant invoice handling, duplicate audit, vendor reconciliation process, and supplier pay term rationalization, contributing to a $2.8M impact on net working capital.

Order to Cash Achievements:

• Implemented collection strategies and treatment plans to improve the efficiency and effectiveness of collections, ultimately reducing DSO by 20 days.
• Implemented a credit card payment fee on customer payments, resulting in a substantial $1.8M bottom line impact.
• Implemented a late fee on customer late payments, contributing to a $2.8M positive P&L impact.
• Led the implementation of the GetPaid toolset for collections and disputes, cash application, credit risk management, and customer portal. I integrated functional processes with the existing ERP/data migration process and configured the toolset to manage risks and meet business requirements.

ERP - NetSuite

In my role as an Operations Excellence Lead, I focused on optimizing processes, improving operational efficiency, and driving continuous improvement by creating a strategic framework and collaborating with stakeholders.
Key Achievements:

• E2E implementation of a real-time AP invoice handling dashboard using Power BI
• Realizing 66 FTE benefits through touchless invoice processing implementation
• Implemented continuous improvement initiatives, resulting in reduced cycle times and improved quality metrics.

ERP: SAP, VIM

I established a Service Development Org within the client's Organization (Carlsberg) and demonstrated proficiency in key areas, such as Strong Relationship Building, Financial Advisory Role, and Service Catalogue Management

Key Achievements:

• Developed Market Service Manager role, by applying Design Thinking principles to enhance service delivery capabilities.
• Interaction Model between Local Markets, Shared Services and Service Providers.
• Restructured VoC assessment and Incident Management.
• Supported transitions and improvement projects.

As an Ops Lead, my role was to oversee Accounts Receivable/Accounts payable service delivery operations for 11 Western European Markets (26 Legal Entities) at Carlsberg Group, managing a team of ~178 FTEs.

• Contributed to business success by driving portfolio P&L and margin delivery, spearheaded Lean Digital and Robotics Automation initiatives, managed client relationships, collaborated with executive leadership, ensured adherence to SLAs, KPIs, health metrics, compliance with policies and procedures, and managed annual audits.

Key Achievements:

• Successful knowledge transfer and stabilisation of Order-to-Cash Operations.
• Reduced AP overdue invoices from 17k to 2k within a year impacting DBO positively
• Introduced Robotics in Accounts Payables resulting in a substantial productivity increase equivalent to 22 FTEs.

ERP - SAP, VIM

As the manager of Order-to-Cash teams, I was responsible for service delivery operations for the Americas and European Clusters. My key resulting areas were day-to-day operations, client value creation and people management

Key Achievements:

• Successful Transition for Collections, Disputes, Cash Application and Deduction Processes for North America. Cash applications process transition for Central/South America and Europe
• Developed Collections treatment plans and Collection strategies for the Collection processes, resulting in DSO reduction by 32 days
• Implemented Collections tool (GetPaid)
• I secured two client-signed gain share projects.

-USFM: led a project resulting in a $5.48M P&L impact

-Canada FM: contributed to a $1.4M (CAD) P&L impact.

ERP - Oracle, Worldport, JDE

As an Operations Manager, I was responsible for day-to-day service for a US-based insurance client focusing on Customer Satisfaction and efficiency improvement.

Key Achievements:

• Improved Customer Satisfaction (CSAT) scores from 4.3 to 8.6 within 6 months
• Improved efficiency and create value for clients through process-improvement initiatives.

Recognized as the top Operations Manager for outstanding customer satisfaction performance in Q1 2012.

I started my career with Convergys as a Team Leader, got promoted from team lead to Sr. Team Lead and then to Operations Manager within 4 years.

• MANAGER, OPERATIONS - 11/2010 to 10/2011
• SENIOR TEAM LEADER - 09/2008 to 11/2010
• TEAM LEADER - 08/2006 to 09/2008

As an Operations Manager, I was responsible for:

• Onboarding new hires with training and new hire documentation for US Citibank Sales & Customer Service line of business.
• Managing employee engagement and attrition.
• Improving CSAT complying with business guidelines and achieving SLAs and KPIs.

In my team-leading role, I was responsible for:

• Day-to-day operations for inbound customer service for CitiBank. My main KRA were CSAT, and up-selling CitiBank Card products. Managed a team of ~20 full-time employees and controlled attrition.
• Set clear team goals delegated tasks and set deadlines.
• Produced weekly, daily and monthly activity reports and forecasts.
• Mentored junior team leaders, providing guidance and support to enhance their career progression. Plan R&R
• Collaborated with the Compliance Team to reduce errors in data compliance, for External Audits.
  

Awards and Accomplishments:

• Quarterly ACE Ops Manager, for Q1 2011
• Annual Ace for 2009
• Quarterly Ace for 2010
• Maintained Key Contributor rating
• Promoted to Sr. Team Leader in 2 years
• Promoted to Ops Manager 2 years

I started as a specialist and got promoted to Team Leader within 1.5 years for a B2C US Based 3rd party Collections process

• My work included analyzing weekly numbers, designing incentive programs, handling escalations, and managing employee motivation.
• Supervised team members to confirm compliance with set procedures and quality requirements.
• Monitored team performance and provided constructive feedback to increase productivity and maintain quality standards.

Awards and Accomplishments:

• I was awarded as the employee of the year for 2005.
• Traveled as a knowledge expert for credit card collection migration from the US

• Day-to-day F&B service operations, enhance overall dining.
• Supported inventory management by restocking supplies and monitoring stock levels.
• Performed end-of-shift duties such as cash reconciliation, cleaning tasks, and preparing the restaurant for the next day's operation.