Role at a Glance:

You will bring structure to how Benne works: SOPs for the finance team and for the processes finance touches across the business. You will also run the monthly close, controls and outlet economics day to day, and be the finance partner Operations and Growth turn to before they make a call.

Reports to:

CFO

Direct reports:

2

Wider team:

3-4

Location:

Sakinaka, Mumbai

About Benne:

Benne is a restaurant brand with outlets in Mumbai and Delhi, supplied by central kitchens. We are adding stores, partnerships and recent cities, and every one of those decisions needs reliable numbers behind it.

Today the finance team is small and growing. This is the role that holds it together: you will turn a capable accounting team into a function that closes on time, catches problems early, and gives leaders outlet-level numbers they trust.

Our finance mission: “Ensure accuracy, integrity and compliance on all financial matters and partner with the other functions to bring maximum benefit to the business.”

What will you own:

Structure and SOPs (the first priority)

- Map how finance work gets done today, find the gaps, and set the order in which to fix them.
- Write and roll out SOPs for the finance team: close, payables, receivables and cash, bank and platform reconciliations, payroll, fixed assets, and compliance calendars.
- Write SOPs with other teams for the processes finance depends on: purchasing and vendor onboarding, stock counts and wastage with Operations, outlet cash handling, new-store setup, payroll inputs with HR.
- Get SOPs adopted, not just written: train teams, assign owners, check compliance, and review them as the business grows.
- Choose and improve the tools that support these processes (accounting system, approval workflows, reporting templates).

Controlling and reporting

- Run the monthly close and sign it off, with a clear calendar and a target close date you hold the team to.
- Produce outlet, city and central-kitchen P&Ls; every month, with variance commentary against budget.
- Own the monthly management report (MIS) for the CFO, CEO and leadership team.
- Review balance sheet reconciliations, including bank, cash, delivery-platform settlements, vendor and payroll accounts.

Budgets and forecasts

- Build the annual budget with Operations and Growth, and reforecast it quarterly.
- Track spend against budget by function and flag overruns before month end.





Internal controls

- Set up and run maker-checker controls on payments: juniors prepare, the Accounting Manager checks, you or the CFO release.
- Write and maintain finance policies: approval limits, petty cash, vendor onboarding, expense claims.
- Work with the statutory and internal auditors, and close their findings.

Business partnering

- Be the finance partner for Operations: unit economics per outlet, labour and food-cost trends, outlet performance reviews.
- Be the finance partner for Growth: business cases for new stores, cities and partnerships, and post-launch reviews against the case.
- Support pricing and menu decisions with margin analysis.
- Set the boundary with the BI and analytics team on who owns which reports.

Team and compliance oversight

- Lead and develop the Accounting Manager and Cost Controller.
- Oversee statutory compliance owned by the Accounting Manager (GST in each state, TDS, PF/ESI, ROC/MCA filings) and the relationship with our CA firm.
- Oversee food-cost and inventory reporting owned by the Cost Controller, including the stock-count process with Operations.

Who you work with:

You sit between the books and the business, so you will spend about as much time with Operations and Growth as with your own team.

CFO

Your manager. You run finance day to day; the CFO owns strategy, funding and banking.

Accounting Manager

Reports to you. Owns books, close tasks and statutory compliance.

Cost Controller

Reports to you. Owns food cost, inventory valuation and wastage reporting.

COO and Operations Managers

Outlet P&L; reviews, food and labour cost, stock counts, central kitchen costs.

Growth team

New-store and city business cases, partnership economics, post-launch reviews.

HR

Payroll inputs, headcount budget, salary cost tracking.

CA firm and auditors

Statutory audit, tax advice, filings support.

What success looks like:

First 90 days

- You have mapped current finance processes and agreed a prioritised SOP plan with the CFO.




- The first SOPs (close, payments, reconciliations) are written, owned and in use.
- A written close calendar is in use, and the team hits the target close day agreed with the CFO.
- Monthly outlet and central-kitchen P&Ls; go to leadership with variance commentary.
- Payment approvals run on maker-checker with documented limits.
- Operations and Growth leads know you as their finance contact, and you have reviewed at least one new-store business case.
- You have agreed the stock-count and food-cost process with Operations and the Cost Controller.

First 12 months

- Every core finance process runs on a documented SOP with a named owner, and cross-functional SOPs (purchasing, stock counts, cash handling, new-store setup) are live with Operations, HR and Growth.
- Close is consistently on time, with no material audit adjustments.
- The annual budget is built bottom-up with Operations and Growth, and reforecast every quarter.
- Every new store or city has a business case before approval and a review against it after launch.
- Statutory filings are on time, and audit findings are closed.
- Your team has grown in their roles, and you have flagged when we need the next finance hire.

Must-haves

- Qualified Chartered Accountant (CA). This is mandatory.
- 10 to 15 years in finance, including at least 5 years running a monthly close and management reporting.
- Has brought structure to a finance function: designed, written and rolled out SOPs, and got other teams to follow them.
- Experience in a multi-location business with high transaction volumes: restaurants, QSR, retail or consumer brands.
- Working knowledge of Indian compliance: GST across states, TDS, PF/ESI, and the statutory audit cycle.
- Has built or tightened internal controls, not only followed them.
- Strong in Excel or Google Sheets, and comfortable with an accounting system such as Tally or Zoho Books.
- Clear communicator who can explain numbers to non-finance leaders and push back with evidence.
- Has led a finance team, including experienced managers.

Nice-to-haves

- Food-cost, inventory or central-kitchen costing experience.
- Has built store-level P&Ls; or new-store business cases.
- Experience at a growing company setting up finance processes for the first time.
- Familiarity with POS and delivery-platform (Swiggy, Zomato) reconciliations.

📌 General Manager - Finance (India)
🏢 Benne
📍 India