MASS ENGRS PVT LTD | Powering Performance with Precision Heat!

Finance Manager

Budgeting Financial Planning Cash Flow ¢ Project Cost Control

DepartmentFinance & AccountsCareer FamilyCorporate FunctionsProposed GradeM1-A ManagerLocationSangli, MaharashtraReports ToManaging Director / ManagementWorks WithAll functional headsEmployment TypeFull-timeReview CycleAnnual / as required

1. Role Purpose Lead financial planning, budgeting, forecasting, cash-flow management and financial control for Mass Engrs Pvt Ltd. The Finance Manager will convert business plans and project commitments into actionable financial plans, provide timely management information, protect working capital, improve cost visibility and support profitable, disciplined growth.

2. Key Responsibilities 2.1 Financial Planning & Business Budgeting

- Lead the annual budgeting process in consultation with the Managing Director and functional heads, covering revenue, project execution, operating expenses, manpower, capital expenditure and financing requirements.
- Prepare the annual operating plan and integrated financial plan, including projected Profit & Loss, Balance Sheet and Cash Flow.
- Develop monthly and quarterly forecasts using order book, sales pipeline, project milestones, procurement commitments, production capacity and collection assumptions.
- Prepare best-case, base-case and downside scenarios; assess the financial impact of changes in order intake, delivery schedules, margins, costs and customer payment terms.

- Set budget ownership by department and establish a clear calendar for budget submission, review, approval and revision.

2.2 Cash Flow, Treasury &

• Working Capital

- Prepare and maintain a rolling 13-week cash-flow forecast and a monthly cash-flow plan, covering collections, vendor payments, payroll, statutory dues, capex, debt service and other commitments.
- Monitor cash position, funding gaps and liquidity risks; recommend prioritisation of payments and funding actions to management.
- Track receivables, overdue balances, customer advances, retention money, payables, inventory and work-in-progress to improve the cash-conversion cycle.
- Coordinate with Sales/Projects to align billing milestones, dispatch documentation, customer acceptance and collections.
- Manage banking relationships and coordinate working-capital facilities, limits, renewals, bank guarantees, letters of credit and other banking instruments, subject to management approval.
- Monitor bank balances, fund utilisation, interest costs and bank reconciliations; maintain appropriate cash and banking controls.

2.3 Project Finance, Costing &

• Profitability

- Establish project-wise budgets and financial baselines for furnace and industrial equipment orders, including material, bought-out components, fabrication, labour, electricals, refractory, subcontracting, freight, installation and commissioning.
- Track project budget versus actual cost, committed cost, estimated cost to complete and projected margin at completion.
- Coordinate with Sales, Design, Procurement, Production and PMO to validate cost assumptions, scope changes, variations and cost-to-complete estimates.
- Provide project profitability reports and early warnings for cost overruns, unbilled work, delayed milestones, margin erosion or cash-flow exposure.
- Support quotation costing, make-or-buy decisions, price escalation assessments and commercial negotiations with reliable cost and margin analysis.
- Ensure approved change orders and additional scope are evaluated for commercial impact before execution wherever practicable.

2.4 Management Reporting &

• Financial Analysis

- Publish a monthly management dashboard covering revenue, order intake, gross margin, EBITDA/operating performance, cash flow, receivables, payables, inventory, working capital, capex and project profitability.
- Prepare budget-versus-actual and forecast-versus-actual variance analysis, identify root causes and assign corrective actions with responsible functional owners.
- Provide timely, decision-oriented financial analysis to management rather than reporting numbers without interpretation.




- Maintain a reliable month-end closing calendar and ensure financial reports are accurate, reconciled and issued within agreed timelines.
- Develop financial models for capacity expansion, new manufacturing facilities, equipment purchases, hiring plans, product investments and other strategic initiatives.

2.5 Cost Control &

• Operational Finance

- Monitor overheads, employee costs, travel/site expenses, utilities, freight, subcontracting and other controllable costs against approved budgets.
- Work with Production and Procurement to improve material-cost visibility, inventory control, purchase-price variance tracking and cost discipline.
- Review inventory ageing, slow-moving and non-moving stock, work-in-progress, advances to suppliers and capital work-in-progress.
- Support standard costing and project cost allocation methods that provide meaningful visibility into product, project and departmental performance.
- Recommend process improvements that reduce leakage, avoid duplicate or unsupported payments and improve financial efficiency.

2.6 Accounting, Taxation &

• Statutory Compliance

- Oversee accounting operations, general ledger, accounts payable/receivable, bank reconciliations, fixed assets, provisions and month-end/year-end closing.
- Coordinate GST, TDS, TCS, income-tax, advance-tax, payroll-related statutory payments and other applicable filings with internal staff and professional advisors.
- Coordinate statutory audit, tax audit, internal audit and preparation of supporting schedules, reconciliations and documentation.
- Maintain compliance calendars and ensure statutory liabilities are identified, funded, paid and filed within applicable deadlines.
- Ensure appropriate documentation and accounting treatment for customer advances, retention, warranties, provisions, capitalisation and project-related transactions.

2.7 Financial Controls, Risk &

• Governance

- Maintain financial policies, approval limits, delegation-of-authority controls and documented procedures for payments, purchasing, expenses and advances.
- Ensure payments are supported by approved purchase orders/contracts, goods or service confirmation, invoices and applicable approvals.
- Monitor financial risks including customer concentration, overdue receivables, currency exposure where applicable, guarantees, tax exposure and liquidity constraints.
- Maintain audit trails, document retention, segregation of duties and access controls for accounting and banking systems.
- Escalate material financial deviations, potential fraud, compliance gaps and control weaknesses promptly to management.

2.8 Team Leadership &

• Cross-Functional Partnership

- Lead and develop the Finance &

• Accounts team; set priorities, review output quality and build capability in planning, analysis and control.

- Establish standard templates and reporting calendars for budgets, cash flow, project costing, collections and management MIS.
- Partner with Sales, PMO, Procurement, Production, HR and Site teams to improve financial discipline and the quality of operational decisions.
- Explain financial implications in practical terms and help non-finance managers take ownership of budgets and commitments.

1. Core Deliverables &

• Review Cadence DeliverableFrequencyMinimum Content13-week cash-flow forecastWeeklyOpening cash, collections, payments, closing cash, funding gapsBudget vs. actual MISMonthlyRevenue, costs, margins, overheads, variances and actionsProject financial dashboardMonthly / project reviewBudget, actual, committed cost, cost to complete, margin, billing and collectionReceivables & collections trackerWeeklyAgeing, due dates, owner, commitment and escalationPayables & commitment planWeeklyVendor dues, critical supplies,



cash priorities and payment forecastRolling financial forecastMonthly / quarterlyP&L;, balance sheet, cash flow and scenario assumptionsStatutory compliance calendarMonthlyDue dates, payment status, filing status and exceptionsAnnual budget & business planAnnual; quarterly refreshDepartment budgets, capex, funding, targets and assumptions

2. Key Performance Indicators (KPIs)

- Annual budget and rolling forecasts completed accurately and within agreed timelines.
- Cash-flow forecast accuracy and timely visibility of funding gaps.
- Reduction in overdue receivables and improvement in collection performance / cash-conversion cycle.
- Timeliness and accuracy of monthly financial close and management MIS.
- Project cost visibility, timely identification of overruns and reliability of estimated margin at completion.
- Budget adherence for controllable operating expenses and capital expenditure.

- Statutory filing and payment compliance within applicable deadlines.
- Reduction in unreconciled balances, audit observations and repeat control exceptions.
- Quality and timeliness of financial analysis supporting management decisions.

1. Decision Rights & Escalation

- Own the preparation, monitoring and reporting of budgets, forecasts, cash-flow plans and financial-control processes.
- Challenge unsupported expenditure, unapproved commitments, incomplete payment documentation and material budget deviations.
- Recommend cash prioritisation, working-capital actions, cost interventions and funding requirements.
- Obtain financial data and explanations from functional owners and escalate overdue responses or material variances.
- All budgets, borrowings, bank facilities, guarantees, material capex, exceptional payments, write-offs and commercial commitments remain subject to the company's approved delegation of authority and management approval.

1. Key Internal Interfaces InterfacePrimary CoordinationManaging Director / ManagementBusiness plan, budgets, funding, performance review and decisionsSales &
- Business DevelopmentOrder pipeline, quotation margins, billing milestones and collectionsPMO / Project ManagersProject budgets, commitments, cost-to-complete, variations and project cash flowProcurement &
- StoresPurchase commitments, vendor terms, inventory, advances and payment prioritiesProduction &
- DesignMaterial/labour cost, project progress, resource assumptions and cost variancesHR &
- AdministrationManpower budgets, payroll, advantages, travel and operating expensesAuditors / Tax Advisors / BanksCompliance, audit, funding, facilities and statutory matters

- Qualification & • Experience

Education: CA / CMA preferred; alternatively, MBA (Finance), M.Com. or equivalent qualification with strong experience in financial planning and control.

Experience: Typically, 712 years in finance/accounts, including budgeting, forecasting, cash-flow management, working capital, MIS and team coordination. Experience in industrial manufacturing, engineering projects, capital equipment or project-based businesses is strongly preferred.

Systems & Tools: Advanced Excel and financial modelling; ERP/accounting software; budget and MIS reporting tools.

Experience with project costing, inventory accounting and banking facilities is an advantage.

- Core Competencies

- Financial planning, modelling and analytical problem-solving.
- Commercial acumen and understanding of project-based manufacturing economics.

- Strong ownership of cash flow, working capital and collections.
- Accuracy, integrity, confidentiality and control orientation.
- Clear communication with both finance and non-finance stakeholders.

- Ability to prioritise, challenge constructively and escalate early.
- Team leadership, process discipline and continuous improvement.

1. Career Path Finance Manager Senior Finance Manager DGM / AGM Finance GM / Head Finance, subject to performance, capability, business requirements and the approved Mass career framework.

DOCUMENT CONTROL

Document OwnerHR / FinanceVersionDraft 1.0Approved ByManagementReviewAnnual / as required

Controlled Document ¢ Human Resources / Corporate Functions

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