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7 Questions with Piyush Katariya

helps you in your leadership.

 

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Jonno White

7 Questions with Piyush Katariya

Name: Piyush Katariya

Current title: CFO

Current organisation: FM India Supply Chain Pvt Ltd

A Senior Corporate Finance & Accounts Executive
With 23 years of post-qualification experience, comprehensive skills & knowledge in Financial Management, Finalization of Accounts, Strategic Planning, MIS Reporting, Taxation & Legal, M&A, Costing & Budgeting, Bank Liasioning and Auditing.

7 Questions with Piyush Katariya

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1. What have you found most challenging as a CEO or executive of a large enterprise?

Managing the expectations of different stakeholders on a common subject is the most challenging task. Continuous value addition along with remaining within the constraints is again a tightrope to walk on daily.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

This exciting opportunity was on the offer in 2012 in the current company for the position of CFO in a fast growing company where the challenge was to raise funding, set up Standard processes in the fields of Finance and Accounts, Procurement, Legal and Revenue cycle management and to also set up the Company to be valuable by a strategic international partner for the future journey. The then CEO offered me this job based on my credentials and credibility at a young age as he believed in me that I can bring in the required effort for the desired value for the organisation.

3. How do you structure your work days from waking up to going to sleep?

Start my day with exercise and yoga followed by a Strictly Vegetarian Jain breakfast with tea along with family. Help my highly disciplined wife in the daily chores to the extent I can. Getting to work (recently WFH) as per calendar and shuffling as required on varied topics. These days the most challenging and occupying agenda is to meet the customer expectations in the current challenging atmosphere on varied topics which include competitive commercials, legal terms and risk management and handling internal customers of Projects, Operations with the help of HODs reporting to me. Prefer an early dinner. Post the exhausting day, I like to chat with my mother, wife and son and like to go for a stroll with my wife for half an hour. At last calling it a day.

4. What's the most recent significant leadership lesson you've learned?

Appreciation and showing gratitude is one of the most significant leadership lessons I have learned. This fuels motivation and takes productivity to different levels.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Change your questions, Change your life - Choice map though a very basic tool but had indeed a profound impact on me. Normally I considered myself to be an accommodating and a to go person however, after a revelation of being an innocuous but deeply prejudiced mind, the choice map brought in a deep and important change.

6. How do you build leadership capacity in a large enterprise?

Working as a team and breaking the silos for the common mission is the most important culture to be developed in a large enterprise. Having culture and mission talks to drive the team for leadership capacity should have it's own share impacting the leaders of the enterprise. I believe that once the team shares the values, mission and adopt the culture then going forward is the only way.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

The most meaningful story which comes to mind since I became a CFO is that business is beyond numbers and for sure numbers are the most objective way of setting up the goals, objective and mission but they are not all. Business requires a certain flavour of instinct and looking beyond numbers and looking into the future possibilities, surely with a calculated risk. This approach made us develop and thrive many business relationships with a win-win approach and surely they had some short term impacts but the long term story is quite successful and satisfying. The numbers create a resistance at times and there are times when you need to look beyond numbers and take that tough call based on your business instincts. I think that's the thrill business offers and one has to choose their calls but that's what business is all about.