ROLE PURPOSE

AdvancePLY is looking for a finance leader, not merely an Accounts Manager. The mandate is to build the financial discipline, controls, insight, and decision-support required to scale a growing manufacturing business from approximately 150 Cr to 500 Cr.

1. The Person We Need

- Integrity first. Exceptionally honest, dependable and discreet. The person will have access to the financial truth of the business and must be someone the promoters can trust completely.
- Business partner to the CEO. Must convert numbers into decisions, challenge assumptions respectfully, flag risks early and be comfortable saying no when the economics or controls do not support a decision.
- Hands-on manufacturing finance leader. Strong understanding of factory costing, yields, wastage, inventory, overhead absorption, capex, working capital and product/customer profitability.
- Builder, not caretaker. Must strengthen systems, ERP discipline, SOPs, controls and the finance team for the next stage of growth rather than simply maintain existing processes.
- Commercially sharp. Should understand how pricing, discounts, credit, inventory, product mix and expansion decisions affect cash, EBITDA and return on capital.

2. Preferred Candidate Profile

- Chartered Accountant (CA) strongly preferred; equivalent high-quality finance qualification may be considered for an exceptional candidate.
- Preferably 1018 years of post-qualification experience, with substantial experience in manufacturing.
- Ideally currently/previously working in a professionally managed manufacturing company larger than AdvancePLY, so the candidate has already seen systems required at 3001,000+ Cr scale.
- Strong exposure to multi-product manufacturing, plant finance, corporate finance and commercial decision support.
- Experience with ERP-led controls, management reporting, statutory/internal audit and finance-team development.
- Location/industry can be flexible; capability, integrity and manufacturing depth are more significant than plywood-industry experience.

3. Key Result Areas (KRAs) Financial Planning & CEO Decision Support Own annual budget, rolling forecasts and scenario planning. Present concise monthly business reviews covering P&L;, balance sheet, cash flow,



EBITDA, budget variance, key risks and corrective actions.

Cash Flow & Working Capital — Own liquidity planning, cash-flow forecasting, debtor ageing, collections visibility, creditor planning, inventory days and cash-conversion cycle. Management should not face avoidable cash surprises.

Manufacturing Costing & Margin — Establish reliable product/SKU costing covering raw material, yield, wastage, labour, power, freight and overheads. Track standard vs actual cost and identify margin leakage.

Profitability Analytics — Build product-wise, customer-wise, branch/region-wise and channel-wise contribution analysis. Help management distinguish profitable growth from turnover that consumes cash or capital.

New Business & WPC Financial Evaluation — Create the financial model for WPC and future categories: capex, working capital, break-even, contribution, pricing, capacity utilization, payback/return metrics and downside scenarios. Conduct post-investment reviews.

Treasury, Banking & Funding — Manage banking relationships, working-capital limits, term loans, interest cost, funding structure, bank documentation and negotiations required for expansion.

Controls, Governance & Risk — Strengthen maker-checker controls, payment authorization, purchase/payment controls, credit limits, inventory controls, reconciliations, fraud prevention and internal-audit closure.

Taxation, Compliance & Audit — Ensure timely and accurate GST, TDS, income-tax, statutory/ROC requirements and audit readiness. Coordinate effectively with statutory auditors, tax advisors and consultants.

Finance Systems & ERP — Improve ERP discipline, master-data controls, automation, dashboards and a single source of financial truth. Reduce dependence on manual spreadsheets and individual employees.





Team Leadership & Succession — Lead and upgrade the Finance & Accounts function, define roles, build a capable second line, train the existing team and reduce key-person dependency.

4. Expected Management Dashboard The Finance Head should ensure management receives a decision-oriented monthly dashboard, with key exceptions available more frequently where required:

- Revenue, gross contribution, EBITDA and PAT vs budget / prior period
- Cash position and short-term cash-flow forecast
- Receivable ageing, overdue exposure and collection trend
- Inventory value, ageing, days and slow/non-moving stock
- Payables and working-capital cycle
- Product/category/customer/branch profitability
- Actual vs standard manufacturing cost and major variances
- Borrowing, utilization and finance cost
- Capex approved / spent / return tracking
- Tax, audit, compliance and internal-control exceptions
- Top 5 financial risks and actions requiring CEO attention

5. Success Measures for the First 12 Months

- Reliable monthly closing and management reporting with clearly defined timelines.
- Rolling cash-flow visibility and materially improved working-capital control.
- Credible SKU/product costing and profitability reporting across existing and new categories.
- Formal annual budget and rolling forecast process with variance accountability.
- WPC investment and operating economics tracked against an approved financial model.
- Stronger payment, inventory, credit and purchase controls with clear authority matrix.
- Reduced dependence on individuals through documented processes, ERP discipline and a stronger finance team.
- Management receives early warnings—not post-facto explanations.

6. Position of the Existing Accounts Team The purpose of this hire is to strengthen the function, not discard institutional knowledge. The existing Accounts Manager and accounting team can continue to own day-to-day accounting, reconciliations, ledgers, payments and compliance execution, subject to capability assessment. The new Head of Finance will sit above the function and own finance strategy, planning, cash, costing, controls, banking, profitability and management decision support.

📌 Head of Finance -(Manufacturing Plant) (Hapur)
🏢 Amba Panel India
📍 Hapur