Sam Mehta – Chief Financial Officer – CIO synergy – India

Industry –

Enterprise community and leadership development

Current project –

Implementing organization’s financial goals, while overseeing the
investment of funds, while managing the associated risks. Preparation of
annual budget and management of tax related enterprise solutions.

Tell us a bit about Sam’s professional/educational background

Sam is an Alumni of Wharton Business School and UCLA, and brings to
the table in-depth understanding and knowledge of public administration,
financing and above that, knowledge of technical industrial domains. He
has worked extensively at top managerial positions in organizations all
over the globe providing both financial and managerial direction to the
businesses leading to tremendous growth. He has found himself in roles
of responsibilities including Director of operations, Senior Business
Financial Analyst and his current position as the Chief Financial
Officer at CIO Synergy.
His forte and specialities lay in Financial analysis, modeling,
analyzing and making comparisons between portfolio holdings, preparation
of the reports for the same and also, auditing the activities in the
interim and creating annual external audits. He has immense experience
with corporate tax, international tax, VAT, Corporate Financial
Statements, filings, digital analytics, closed loop analytics and much
more.

What according to you must be the responsibilities and role of a chief Insourcing officer?

A chief insourcing officer in essence must have the responsibility of
assessing the current requirements and needs of the organization as to
what portions of the operations must be brought back in-house and what
portions must be kept outsourced.
Moreover, the CIO must punch data and figure out on the basis of data,
what insourcing solutions must be beneficial for the
organizations and quantifiably determine what will be the returns in the
long or short runs of the insourced operations. This would directly
affect the revenue and profit percentages of the organization and thus
the CFO and the CIO are to work in close collaboration to make the
insourcing transition successful and profitable.
Consequentially, it becomes essential for the CIO too, to make sure that
there are immense Returns on the Investments made on the insourcing
solutions. The ROI is the only plausible and quanitifable result which
any insourcing solution can provide.
The major responsibility I believe would be the constant update and
upgrade that the CIO must make sure happens in the workforce in terms of
skilling and re-skilling to ensure growth at all levels and for the
future of the industry.

What according to you is insourcing for the current global industry?

The current global industry is undergoing a paradigm change in which
the digital technologies are growing and virtually everyday we are
experiencing new breakthroughs. In this situation, we are experiencing a
change in the way the industry and organizations are working.
Now, we are experiencing the rise of dedicated captive centres or
commonly known as GIC (global insourcing centres) because the
organizations do not want to lose time and money in transitions through
external agencies. This has led to the creation of insourcing and its
concepts which saves time and money by creating technological
transitions, reskilling and growth in the premise and of the company’s
own workforce itself.

What are your views about the sutainability and long term effects of insourcing?

It is the long term effects which are the main USPs of insourcing. In
the intial stages, insourcing does tend to be more pricy than its
counterpart outsourcing but once we are through with the initial
capital, it is our own workforce which is empowered to perform the
business better and the workforce stays with us and under the companies
umbrella. This makes sure that unprecedented risks are nullified and
data and information loss are virtually eliminated.
Insourcing models are now being created in various versions such as on
shore insourcing and off shore insourcing and their sustainability
completely depends on the nature of operation and the requirements of
the organization. The solutions tend to be perennial and can be built
upon with a strong with-hold on the base of the organization’s
operations.
The sustainability of insourcing solutions I believe comes from the
internal rate of returns that are integrated by design in the solutions.
The IRR will essentially make sure that the organization gains enough
sustainable through-put for years to come with increasing revenue
returns.

What do you think future holds for the insourcing industry?

The future of insourcing industry seems quite bright as per the
current trends of the industry. The industry very well needs the
benefits which insourcing has the potential to provide and we might be
looking at a more solidified and fortified industry than we ever before
with lesser data and information loss, more fortified research and
development and generation of both revenue and value for the world and
society.
A lot can be made possible through the implementation and growth of the
insourcing industry. The future holds much potential and widespread
growth for the insourcing industry.

What might be the major stake holders of the insourcing industry?

In all probability, Research and Development, Pharmaceuticals, AI and
Machine Learning, Autonomous systems, Robotics and most of the digital
industry will be the major share holders in the development of the
insourcing industry and will benefit most from it.

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