We will be focusing on following business aspects for growth in coming years: 

Arranging requisite resources for the various expansion projects. CFO involvement in organising timely resources has a large role to play in the expansion and growth of the company globally and lead to better outcomes for organization-wide performance improvements. 

Mr. V R Jain is Chartered Accountant and Company Secretary. He is an Honours Graduate in Commerce and was awarded Gold Medal by University of Jodhpur. He has rich experience of more than three decades in the field of Financial Management, Business Support, Financial Planning & Analysis and Controls & Compliances and worked with reputed Groups prior to joining Himachal Futuristic Communications Ltd (HFCL). 

Keeping in view the highly competitive and dynamic business environment, top three priorities will be to act as part of strategic think tank in the organisation for identifying key business growth drivers for creating profit growth opportunities by playing a role of key partner with the top management team 

Cyient’s vision to “apply technology imaginatively to solve problems that matter” focuses on helping our clients solve key business and technological challenges that have a larger societal impact. To achieve this vision, we implemented the S3 (Services, Systems, Solutions) strategy, which focuses on building our capabilities and providing greater ownership and accountability across the product life cycle, as well as expanding our offerings across the value continuum from services to solutions. 

Modi 1.0 has been really good for us as his focus areas were: Road construction (urban and rural roads), housing, Make in India (defence), exports, reduction in coal imports and power for all. We expect these areas to get further momentum in Modi 2.0 and will give boost to the growth of our company. 

As modern-day business paradigms change swiftly, so does the role of a CFO, from being function-oriented to strategy-oriented today. The DNA of the CFO now embodies thorough understanding of the businesses, the strategies as also its competencies and capabilities. 

My first priority is right allocation of capital so we can generate minimum 20% ROC. My second priority is to improve the working capital cycle so that we have additional working capital available for growth. My third priority is to keep the company's leverage low (not zero) to maximise return on equity (ROE) with low risk as debt cost is very low for us compared to the return on investment we generate today (20% plus ROC). 

Digitisation has helped us transform the customer experience and engagement massively. Definitely our operational and business processes have improved owing to digitisation. The best part of using technology and being digitised is that it helps improve the decision making and that is an invaluable asset. 

Our strategic priority is to enhance corporate value by investing in the right businesses, communicating transparently and maintaining high corporate governance - all of which, we expect, will add value to shareholders.