Rajan Nambiar

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CFO

Parsons Ventures Inc.

Nov 2022 - Current (3 years 8 months)

Responsible for managing all financial aspects (Financial Accounting, Treasury, Planning/Analysis, Purchasing) of 4 companies on the East Coast with Revenue of $50 Mil. Oversee the creation and consolidation of financial statements, budgets & forecasts for the four subsidiary companies, ensuring accurate reporting and compliance with regulatory requirements. Collaborate with the President/CEO to develop and execute financial strategies tailored to the unique needs of each subsidiary while aligning with overall corporate goals. Successfully integrated new acquisitions by implementing process/systems standardization and common reporting across all three companies. Evaluate potential acquisitions including valuation and due diligence of the ta

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Sr. Director – Financial Planning & Analysis

Sun Country Airlines

Aug 2018 - Oct 2018 (3 months)

Managed an annual Budget of $550 mil. Worked closely with all division heads in setting up and maintaining the budget. Responsible for monthly reporting of performance and various ad-hoc analysis such as Capex analysis. Assisted the CFO with his monthly/quarterly presentation to the Board (which consisted of the Private Equity owners – Apollo Global Management).

Vice President - Financial Control

Qatar Airways

Dec 2015 - Nov 2017 (2 years)

Reporting to CFO & GCFO; responsible for managing a Revenue Budget of $11.3Bil., while maintaining a cost of sale of 10% for Commercial and 25% Net Margin for Cargo. Project Manager of “Project Aurora” team – working with the GCEO's consultant; a project that is focused on improving the revenue performance of the company. Responsible for reviewing all Commercial agreements – Corporate, Agencies, Interline, Codeshare etc. to ensure that such contracts are within the Cost of Sale target. Led the valuation process related to all New Routes, Joint Ventures, Alliances and potential acquisitions for the airline. Restructured commercial performance for the Americas to achieve over 10% improvement in unit revenue.

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Senior Vice President Finance

Arik Air Limited

Oct 2013 - Oct 2015 (2 years 1 month)

Reporting directly to the CEO of the largest airline in West Africa, with overall responsibility for a $600 mil annual budget. Key member of the Management Team to lead the restructuring and turnaround efforts of the company. Led several projects to reduce costs by 20% and increase revenue by 30% over a 2-year period. Projects include Network Restructuring, Re-negotiating existing (new) agreements, Fleet Planning, Self-Handling, ACARS (aircraft communication and Reporting system) implementation, in-sourcing Engineering activities, computerizing the inventory and stores details amongst others. Ensure financing requirements of the company are met by managing relationships with financial institutions and Export Credit Agencies such as US EXIM,

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Independent Consultant/Advisor

Jul 2011 - Current (15 years)

Provided management and financial consulting services to Atlas Air (NY, USA), Make-A-Wish (Greece) and Trans-Verde Airlines (West Africa). Developed detailed Business Plans for startup airlines in Kyrgyzstan, Cape Verde and Nigeria. Received initial funding from the Kyrgyzstan Sovereign Wealth Fund. Built a trading system using Python and Portfolio Optimizer for trading Commodities using Python. The system processes over 50 years of daily Commodity price data for about 98 commodities. Used Excel/Power Query to display the processed data in an interactive and visual manner. Assisted in the evaluation of the logistics market in Vietnam for Asia Direct Logistics.

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Chief Operating Officer, Chairman of the Board

AirGo Airlines Bulgaria E.A.D

Dec 2009 - Jun 2011 (1 year 7 months)

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Chief Executive Officer, Vice President of the Board

AirGo Airlines S.A.

Jan 2009 - Jul 2011 (2 years 7 months)

Originally brought in as the CFO, by the PE investors, to manage the overall finances of a loss-making start-up with €4 Mil of initial capital. Took over the responsibility of CEO shortly thereafter, with overall responsibility for Finance, Commercial and Operations. Negotiated and implemented the first ACMI contract with the customer (DHL, UPS and TNT) to cover all operating costs of the routes flown resulting in €1.8 Mil in annual revenue per aircraft. Reduced losses from €1.6M in 2009 to less than €780k in 2010 and to a loss of less than €400k in 2011, a 50% improvement year over year by re-structuring the operations of the company. Achieved a 99% rate in operational performance by developing and implementing a reporting system to monito

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Executive Vice President – Finance and Strategy

QuikJet Cargo Airlines

Oct 2007 - Jul 2008 (10 months)

Founding member, reporting to the CEO and the Board, responsible for developing the concept, financials and business plan for the setup of a cargo airline in India. Responsible for developing and executing the Strategy and Commercial agreements of the company. Led negotiations of all major contracts - Operational (Aircraft, Engineering Support, Fuel) and Commercial (Alliances, Partnerships and Joint ventures). Setup all financial processes, policies and procedures. Developed processes to improve operational efficiency. Closed $23M in initial equity financing from leading financial institutions in India and the Middle East. Responsible for creating and managing the annual operating budget of approx. US$10M. Achieved savings of over $2M per y

Manager - Advisory Services

PricewaterhouseCoopers

Nov 2005 - Sep 2007 (1 year 11 months)

Led a team of over 30 consultants and associates on client engagements to improve Internal Controls over Financial Reporting. Lead all proposal, pricing, project planning and budgeting efforts at the client and coordinated multiple project teams on-site. Achieved over 100% increase in sales, from $3M in 2005 to over $7M by 2007 and achieved a 100% win-rate on all proposals sent to the client. Developed the costing approach/model for end-user pricing that resulted in winning a $10B contract with the FAA. Responsible for the final review of deliverables to the FAA for their user charges pricing model.

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Six Sigma Black Belt

Unisys Corporation, Global Transportation

Mar 2005 - Nov 2005 (9 months)

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Vice President - Management Consulting

Unisys Corporation, Global Transportation

Oct 2001 - Mar 2005 (3 years 6 months)

Exceeded Sales target by over 100% with sales in excess of $3M - consultant with the highest sales. Led a Six Sigma project to improve Order Revenue for a certain segment of the business by over $300M and improve the win ratio by 3 pts by 2005 and maintain or improve that level on an on-going basis. Led business development opportunities with over $5M in value across the Asia-Pacific, Middle East and Europe.

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Manager - FP&A

US Airways (now American Airlines)

Oct 1995 - Sep 2001 (6 years)

Increased revenue by over 20% and operating margin by 3%, in the first year, leading to a successful expansion into the Caribbean, Central America and Europe. Increased revenue by 11% for a region by leading the Marketing & Sales, Scheduling, Pricing & Revenue Management activities of the region; that accounted for 25% of the airline's capacity. Provided financial, route and economic analysis for the acquisition of 400 A320 and A330 aircraft valued at over $10Bil during negotiations with Airbus. Analyzed and implemented several operational projects including gate-reader technology, aircraft simulators, de-icing systems, seat configuration, cargo inventory management system and other capital projects in excess of $5M. Key participant during

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