Akshar Business Consulting Ltd

📍 Helping Finance Leaders Transform FP&A, Budgeting & Reporting | Power BI | AI-Driven Insights

Key Achievements & Impact:

✅ Accelerated forecasting speed by 75%+ by implementing connected planning solutions
✅ Eliminated manual finance processes through automation, improving efficiency and accuracy
✅ Developed single sources of truth for financial data, enhancing reporting consistency across departments
✅ Enabled real-time analytics with Power BI, driving data-driven decision-making
✅ Guided finance leaders in transitioning from traditional budgeting to xP&A models, improving agility


Leadership & Transformation Initiatives:

🚀 Led digital transformation projects to modernize FP&A functions for mid-to-large enterprises
💡 Implemented AI-powered forecasting models, reducing financial risk and improving resource allocation
📈 Upskilled finance teams in advanced analytics & automation, ensuring long-term success
🔍 Integrated disparate financial systems, improving cross-functional collaboration and financial visibility


I help businesses unlock financial intelligence, optimize decision-making, and drive sustainable growth by combining finance expertise, technology, and automation.


📞 Let’s Connect: https://calendly.com/abcltejas/30min | tejas@aksharconsulting.co.uk

Founder & Lead Consultant | Akshar Business Consulting

FP&A Strategy Consulting

Senior FP&A Consultant

The Value Creation Partnership

Supporting the Value Creation Partnership in the delivery of Financial Planning and Analysis Transformation programs.

Independent Operating Partner - FP&A Transformation

IWSR Drinks Market Analysis

Interim Head of Commercial Finance

YO! Sushi

Synamedia

• Deployed global digital reporting leveraging PowerBI, driving insights across the business while delivering 'a single source of truth'
• Supporting the implementation of Anaplan highlighting the key challenges and providing foresight to ensure maximum benefit for the organisation

FP&A Modeller

Unilever

• Lead the forecasting and month-end cycle simplification and automation while repatriating the same back to the UK reducing the headcount resource to less than half

Transformation Manager (Interim)

Currys plc

• Integrated and streamlined planning, budgeting and forecasting processes resulting to increased financial visibility and forecasting accuracy by implementing driver based budgeting
• Drove actions to improve the reporting on financial performance aligning to businesses strategic initiatives and to achieve overall business success

Financial Planning Manager - Supply Chain & Repairs (Interim)

Whitbread

• Delivered a new investment appraisal model (incl. NPV, IRR, Payback and Rate of Return calculations) for up-to-date concepts offering for any innovations. Appraised property investment and disposal opportunities in maximising returns

Investment Appraisal Manager (Interim)

Cobham Wireless

• Spearheaded major transformation project as Finance Business Partner to turnaround a loss-making business to being profitable through outsourcing, restructuring including asset impairment and strategic redirection.
• Designed 5 year and annual planning as well as monthly forecasting models for complete the financial suit (P&L, Balance sheet and Cashflow) achieving 98% accuracy. Leveraged financial modelling and scenario analysis to support management decision process.

Senior Finance Manager FP&A 

Finance Transformation Specialist | Delivering Finance Digitalisation: Efficiency & Effectiveness Improved +100% | Business Intelligence & Budgeting / Forecasting Technology | FP&A Thought Leader🌟 See recommendations⬇️

PE partners and boards don't lose sleep over spreadsheets.
They lose sleep over decisions made on numbers they cannot trust.
Manual reporting and fragmented data don't just slow you down; they directly impact valuations, delay exits, and erode investor confidence.

𝗪𝗛𝗢 𝗜 𝗪𝗢𝗥𝗞 𝗪𝗜𝗧𝗛
I partner with CFOs and Heads of FP&A at PE-backed companies to global enterprises who need robust financial processes that meet institutional investor standards, delivered within strict transformation timelines. 

𝗪𝗛𝗔𝗧 𝗜 𝗗𝗘𝗟𝗜𝗩𝗘𝗥
20+ years in strategic finance at GE Healthcare, Vodafone, Nielsen, and Unilever taught me what world-class FP&A looks like. Now I build it for others.
My team implements automated board reporting (PowerBI & Aimplan) and connected planning solutions (Vena, Prophix & Anaplan) that deliver:
• Real-time executive dashboards and investor-ready reporting
• Automated board pack generation that frees your team for strategic analysis
• Scenario modelling that supports investment decisions and exit planning
• Audit-ready forecasting processes that scale with rapid growth

𝗣𝗥𝗢𝗩𝗘𝗡 𝗥𝗘𝗦𝗨𝗟𝗧𝗦
 • 𝗨𝗻𝗶𝗹𝗲𝘃𝗲𝗿: Reduced budgeting cycle from 10 weeks to 7 days with full sign-off
 • 𝗫𝗲𝗿𝗼𝘅: Built Finance Centre of Excellence, improving accuracy and reducing manual effort by 75%
 • 𝗠𝘂𝗹𝘁𝗶𝗽𝗹𝗲 𝗣𝗘-𝗯𝗮𝗰𝗸𝗲𝗱 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀: Implemented investor-grade reporting that supported successful exits and improved EBITDA visibility
(Full case studies at aksharconsulting.com)

𝗪𝗛𝗬 𝗧𝗛𝗜𝗦 𝗠𝗔𝗧𝗧𝗘𝗥𝗦
Your investors and senior leadership expect institutional-quality financial reporting. Your growth timeline demands agile forecasting. Your strategy requires bulletproof numbers.
Most finance teams are built for steady-state operations, not the demands of PE ownership or strategic transformation. We bridge that gap.

𝗜𝗡𝗦𝗜𝗚𝗛𝗧𝗦 & 𝗧𝗛𝗢𝗨𝗚𝗛𝗧 𝗟𝗘𝗔𝗗𝗘𝗥𝗦𝗛𝗜𝗣
I share proven FP&A transformation strategies through: 
• FP&A Unboxed podcast - real-world case studies and expert interviews
• Insights from an FP&A Head newsletter - practical frameworks for finance leaders  

𝗥𝗘𝗔𝗗𝗬 𝗧𝗢 𝗧𝗔𝗟𝗞?
If your finance function needs to match the pace of your growth strategy, let's discuss your specific challenges.

Let’s Talk – No-Obligation Discussion
📅 Book a meeting: https://calendly.com/abcltejas/30min
📩 Message me on LinkedIn
📧 Email: tejas@aksharconsulting.co.uk
📞 Call: 07592300593

➡️Specialties

AI-Driven Budgeting & Forecasting | Integrated Reporting | Business Intelligence | Connected Planning

Tejas Parikh (ACMA, MBA)

Stealth start-up fintech

Building a stealth start-up fintech in the banking and financial services space.

Building a start-up fintech | Programme Director | Operations Director | SaaS | Blockchain

Career Break

Supporting extended family

OMNIO

Omnio Group is a Cards & Payments FinTech, also creating Banking-As-A-Service (BaaS), transitioning from start-up to scale-up.

Objective
Recruited by the CEO to enable accelerated revenue growth, and reduce programme delivery costs through better, faster delivery and leadership of a central team.

●	Full lifecycle delivery management using multi-disciplinary teams

●	Led the creation of a white-label current account, both the technology aspect and BAU operational processes including KYC, AML, compliance and support

●	Led an additional ring-fenced team of 30 people supporting key clients on highly unstable legacy platforms the pending availability of the new Omnicore platform

●	Reduced delivery costs by: facilitating uplifts in individuals performance using coaching and feedback; designing and implementing Agile methodology and governance; identifying and mitigating risks and issues early using the new methodology and reporting

●	Reduced remedial work and costs by: allocation of quality assurance resource; enhanced Sprint planning; better control of requirements documentation and Change Requests

●	Created new Change Management function, leading a team of programme and project managers, business analysts and PMO

●	Revenues accelerated by: earlier delivery rather than many months late

Results
Improved financials by over £5 million pa by mitigating the risk of lost revenues, managing key supplier relationships and accelerating new revenue growth. Reduced delivery and remedial costs by over £1.5 million pa, and mitigated programme overruns.

Program Director

The private equity investors asked me to lead a subsidiary business PCT London with a team of 30, to move key clients, suppliers and staff to the core Omnio business and then close the PCT limited company, at the same time as continuing programme delivery and business as usual operational activities.

Managing Director

Aion Digital

Aion Digital is a FinTech company creating digital banking applications across the Middle East, transitioning from start-up to scale-up.

Objective
To enable accelerated revenue growth, reduce programme delivery costs through better, faster delivery and leadership of a central team.

●	Full lifecycle program management simultaneously in 3 countries across the Middle East, using multi-disciplinary teams

●	Revenues accelerated by; earlier completion payments through delivery on time rather than typically 2 months late; better programme planning; careful management of Project Managers across Kuwait, Bahrain and Dubai

●	Delivery costs reduced by: delivering on time by designing and implementing a programme delivery framework based on Agile methodology with structured governance and oversight; facilitating an uplift in Project Manager performance through regular development reviews, feedback and coaching; creation of transparent internal and external reporting, enabling early communication of issues and remedial actions

●	Remedial work costs reduced by: control of business requirements documents and Change Requests; enhanced Sprint planning; allocation of quality assurance resource

●	Established new Delivery function leading a team of programme and project managers, business analysts and PMO

Results
Improved financials by over $5 million pa by mitigating the risk of lost revenues, managing key supplier relationships and accelerating new revenue growth. Reduced delivery and remedial costs by over $1 million pa, and mitigated programme overruns.

Transformation Director

Williams Lea

Williams Lea Tag is a global marketing and communications business.

Objective
Mitigate delivery risk by turnaround of failing GDPR programme

●	Full lifecycle programme management

●	Mixture of onshore and offshore teams

Results
Delivered 2 months ahead of plan and 42% under budget

Program Manager

Post Office Ltd

Joint venture with Bank of Ireland.

Objective
Increase revenues by the turnaround of a failing strategic programme where 4 others had failed.

●	Deployment of tablet technology and digital content to 500 strategic locations

●	Recovery of broken relationships with 3 of the 4 key IT suppliers

●	Full lifecycle programme management

●	Leadership of multi-disciplinary onshore and offshore teams

Results
Revenue increase in excess of £15 million pa.

Deloitte

Objective
Increase revenues by creating a new service following my direct approach to the UK Managing Partner with a new business idea.

●	Design and implementation of a new data analytics service

●	Full lifecycle programme management

●	Matrix organisation leading multi-disciplinary teams

●	Sale of service to key strategic clients to ensure year 1 profitability

Results
Revenues in excess of £5 million pa.

Capa

Capa is a boutique consultancy. Delivery of finance programmes at large retailers.

Some jurisdictions refer to this as Programme Manager.

MERIDIAN COST BENEFIT LIMITED

Meridian is a boutique consultancy. Delivery of finance programmes in local authorities, legal, retail, manufacturing, engineering and utilities sectors.

Project Manager

EURODEBT FINANCIAL SERVICES LIMITED

Financial Services franchise selling to personal customers.

Owner

Programme Director. I help CEOs of UK-based Fintech businesses, deliver annual revenue growth of £15m+, by leading the change and client delivery performance effectively.

Are you a CEO in FinTech or financial services and want to accelerate your revenue growth?

Do you fear the next meeting with investors and shareholders?

Are you frustrated about not being able to get the revenue performance from the assets you have?

Are you worried for your position as CEO even?

Wouldn’t it be better if your revenue growth gained the spring in its step that you keep promising?

If your meetings with investors were handshakes and not ass-kickings?

And if it came without having to throw a whole ton of budget at delivery and sales functions?

It’s because your delivery capability is not optimised, and revenues are slow to be captured. The SDLC and governance are lacking, and sub-optimal delivery decisions are made against this context.

This is good news, because it’s not expensive or radical to fix. It just needs diligent and experienced delivery leadership. Then your revenues will grow faster – happy days.

In my 15+ years’ experience I have led the delivery contribution to revenue growth of c. £15m pa, including my last two roles. That’s why a fintech former colleague said of me:

"…Strategic/critical thinking, excellent communication/articulation and strong analytical ability. He has an ability to focus on business outcomes as well as stated objectives and operates confidently at the Board level."

The same types of issues arise repeatedly – I expect them, am adept at negotiating them and have done so many times.

If you would like me to help you increase revenues by leading and optimising your Change or Delivery function, then direct message me on LinkedIn now.

taplio

The Battle

Tejas Parikh (ACMA, MBA)

Paul Meredith

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