Role Purpose
The Vice President – Finance will lead the transformation of Good Earth Infra's finance function from a transaction-processing and compliance-oriented team into a reliable management information, financial control and business decision-support function.
The role will be responsible for creating timely financial visibility, institutionalising budgeting and forecasting, strengthening taxation and statutory compliance, building banking and funding relationships, automating finance processes and developing an independent and capable finance team.
The VP Finance will support both operating real-estate assets and construction or development projects.
Key Responsibilities
1. Management Information and Financial Visibility
- Establish a standard monthly MIS covering the group, individual companies, projects and operating buildings.
- Provide clear visibility of:
-Revenue and collections
-Operating expenditure
-Capital expenditure
-Cash and bank balances
-Receivables and payables
-Budget versus actual performance
-Project commitments and cost to complete
- Building- and project-level profitability
- Ensure monthly books are closed accurately and within an agreed timeline.
- Replace manually compiled reports with system-generated and reconciled dashboards.
- Present financial insights, exceptions and required management actions rather than only financial statements.
2. Budgeting and Performance Management
- Institutionalise the annual budgeting process across facility management, construction projects and corporate functions.
- Establish clear budget ownership for department heads, project heads and building teams.
- Conduct monthly budget-versus-actual reviews.
- Identify material variances, determine their causes and ensure corrective actions are assigned.
- Maintain rolling forecasts based on actual business and project developments.
- Prevent unbudgeted commitments from being made without appropriate approval.
3. Cash-Flow Planning and Treasury
- Implement a rolling 13-week cash-flow forecast and a longer-term funding forecast.
- Provide advance visibility of:
-Operating cash requirements
-Vendor payments
-Statutory liabilities
-Capital expenditure
-Construction funding requirements
-Debt-servicing obligations
-Potential cash surpluses or shortfalls
- Optimise the deployment of surplus funds and timing of payments.
- Establish treasury controls covering bank accounts, payment authorisations, reconciliations and fund transfers.
4. Project Finance and Profitability
- Establish project-wise financial control for development, construction, fit-out and major capital expenditure projects.
- Provide visibility of:
-Approved project budget
-Actual expenditure
-Committed but unbilled cost
-Variations and change orders
-Forecast cost to complete
-Financing cost
-Expected project profitability
- Ensure costs are allocated correctly across projects, companies and operating assets.
- Develop early-warning indicators for cost overruns and margin erosion.
- Support management in evaluating investments, major procurements and capital allocation decisions.
5. Operating Asset Financial Performance
- Strengthen building-wise and asset-wise financial reporting.
- Measure income, recoveries and operating costs for each managed property.
- Analyse CAM, utility recovery, manpower, maintenance, AMC, insurance, property tax and other operating costs.
- Identify under-recoveries, cross-subsidisation, abnormal cost trends and opportunities to improve operating margins.
- Support annual CAM budgeting and reconciliation.
6. Taxation, Compliance and Financial Controls
- Take ownership of direct tax, GST, TDS, statutory filings and other financial compliance requirements.
- Establish a compliance calendar with clear ownership, review and escalation mechanisms.
- Reduce tax notices, penalties and avoidable disputes through preventive review and documentation.
- Coordinate effectively with statutory auditors, tax consultants and regulatory authorities.
- Strengthen controls over billing, credit notes, tax classification and revenue recognition.
- Ensure all notices and assessments are tracked to closure with documented responses and accountability.
7. Billing and Revenue Assurance
- Review and strengthen tenant, customer, CAM, utility and other billing processes.
- Introduce maker-checker controls to minimise incorrect, duplicate or delayed billing.
- Ensure billing is supported by approved contracts, rates, meter data and commercial terms.
- Establish periodic reconciliations between contracts, occupancy, billing and collections.
- Ensure billing errors are identified before invoices are issued rather than after customer escalation.
8. Procurement and Payment Governance
- Strengthen financial controls across procurement, certification and payment.
- Ensure payments are supported by:
-Approved budgets
-Purchase orders or contracts
-Commercial approvals
-Work or quantity certification
-Tax-compliant documentation
-Previous-payment records
-Remaining contract value
- Design an appropriate delegation of authority and approval matrix.
- Reduce routine dependency on the Director for payment approvals while maintaining control.
- Establish maker-checker, exception-reporting and audit-trail mechanisms.
- Identify duplicate payments, excess billing, unadjusted advances and retrospective approvals.
9. Banking and Funding Relationships
- Lead relationships with banks, lenders and financial institutions.
- Evaluate and arrange appropriate working capital, construction finance and term-loan facilities.
- Negotiate interest rates, collateral requirements, banking charges, covenants and repayment terms.
- Maintain lender MIS, documentation and covenant compliance.
- Support refinancing and funding optimisation where commercially beneficial.
- Ensure management has timely visibility of debt, securities, guarantees and contingent liabilities.
10. Finance Process Automation
- Map the end-to-end finance processes and identify manual, repetitive or control-sensitive activities.
- Automate MIS, budgeting, cash-flow reporting, approvals, reconciliations and compliance tracking.
- Improve integration between accounting systems, operational systems, procurement and project-management data.
- Establish a single source of truth for financial information.
- Reduce spreadsheet dependency and manual data manipulation.
- Ensure appropriate access controls, approval workflows and data integrity.
11. Finance Team Development
- Assess the structure, competence and accountability of the existing finance team.
- Define clear roles for accounting, taxation, treasury, MIS, project finance and commercial control.
- Build the team's capability in analysis, forecasting, problem-solving and business partnering.
- Establish measurable KRAs and review cadences for finance team members.
- Develop second-line leaders and reduce dependency on individual employees or external consultants.
- Create a culture where the finance team challenges inconsistencies and takes ownership instead of only processing transactions.
Key Decision Rights
The VP Finance will have the authority to:
- Stop or escalate payments that do not meet financial-control requirements.
- Require business and project heads to explain budget variances.
- Reject incomplete or financially non-compliant billing and procurement documentation.
- Recommend changes to approval limits and financial policies.
- Engage with banks, auditors, tax advisers and financial institutions on behalf of the company.
- Recommend the hiring, restructuring or capability development of the finance team.
- Escalate unbudgeted commitments, potential overruns and statutory risks to management.
- Require corrective action where financial controls or compliance standards are not followed.
Major borrowing, capital allocation and investment decisions will remain subject to promoter or board approval.
Candidate Profile
Experience
- Chartered Accountant, preferably with 12–18 years of post-qualification experience.
- Experience in real estate development, construction, facility management, infrastructure or asset-heavy businesses.
- Demonstrated responsibility for MIS, budgeting, taxation, treasury, project finance and financial controls.
- Experience managing banking relationships and debt or project-funding arrangements.
- Track record of building or transforming a finance team.
- Experience implementing ERP, reporting or workflow automation.
Essential Capabilities
- Strong financial control and accounting fundamentals.
- Ability to convert financial data into management decisions.
- Expertise in cash-flow forecasting and financial planning.
- Strong understanding of project costing and cost-to-complete reporting.
- Sound knowledge of GST, TDS, direct tax and statutory compliance.
- Commercial ability to challenge procurement, contracts, costs and assumptions.
- Strong banking and lender-management skills.
- Ability to design practical processes without creating unnecessary bureaucracy.
- High integrity, attention to detail and willingness to hold stakeholders accountable.
- Ability to operate comfortably with promoters, directors, project teams, facility teams, auditors and external advisers.
Reporting
The Vice President – Finance will report to the Promoter, Managing Director or designated Director and will work closely with Operations, Projects, Procurement, Sales and other business functions.
