Senior finance judgment for high-growth companies, VC and PE portfolios, and airlines — on one specific problem, for a defined time.
More than two decades inside four industries
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Drag the sliders — these are your numbers
Leaking, per year
$900K
Over three years
$2.7M
Illustrative. A real diagnostic sizes each line separately — recoverable this quarter, this year, or structural. At one of Asia’s largest airlines the same method prevented $60M on a ~$4B cost base.
Drag — the three tasks share the same close
Out of 15 business days, 4 days go to collection and 7 days to reporting. 30% of the close is left for insight — 4 days. That is the crunch.
Which is closer to your situation?
Pick one and reach out to us.
Drag both — your growth, and what finance grows by
At this pace each person in finance is carrying 3.7× the work by year four, and it starts to show around year 3. Nothing announces it. You find it in the middle of an audit, a fundraise or a board meeting.
What all three have in common
These are questions a CFO should be able to answer clearly. Together, we can look at ownership, decision rights and organisational design to make sure the function is set up for where the business is today, and where it is going.
The problem is identified before any solution is proposed.
Let’s understand your business better. Book a call.
Set up a meeting →Pick the one that describes you.
India’s fleet nearly triples in a decade. Most heavy maintenance is still done outside India.
Thirty-three billion dollars went in last year. Every dollar of it eventually needs a finance function.
Each one is a defined piece of work, with a scope and a number against it.
Spend and contract forensics that find money already leaking out — then the renegotiation that stops it.
ERP selection and systems that scale with the company rather than against it.
Bench strength built before a permanent senior hire can be justified.
Board and investor MIS on a fixed cadence, plus a time-boxed compliance and audit-readiness sprint before diligence.
The governance a term sheet will ask for, built before anyone asks for it.
Situational, when it applies: Financial Health Diagnostics after an acquisition or in an underperforming division · Start-up Finance & Ops Build-Out for pre-first-CFO companies · Payables & Working Capital Process Design when cash is trapped in process.
Each one owned personally, in an operating seat. The companies are described by their scale, not their name.
$60M
In incremental OEM cost prevented, on a cost base of roughly $4 billion.
The situation
A long-term supplier contract, signed years earlier and since administered rather than managed. Every invoice matched the contract. Nobody had asked whether the contract still matched the fleet.
What we did
We read it line by line against what the aircraft were actually doing, rebuilt the cost model check by check, and took the gap between the terms and the reality into the negotiation.
The result
$60 million prevented — stopped before it entered the run rate, not clawed back later through a dispute.
$4B
Cost base brought under a single executive view, with the operating metric behind every line.
The situation
A $4 billion cost base, reported accurately and on time, and still unreadable where decisions get made. Nobody could see which lever moved which number without commissioning a fresh analysis.
What we did
We tied every cost driver to the operating metric behind it — maintenance to cycles, crew to rosters — and refreshed it on a schedule instead of on request.
The result
Cost decisions taken against a live view rather than a reconstruction of last month.
$3M
Of losses traced to root cause, and the leakage arrested — while the business kept trading.
The situation
A recently acquired business losing money, with no agreed explanation of why. Every function had a theory. None of them had been tested against the ledger.
What we did
We went through the loss-making lines one root cause at a time, while the business kept trading — no freeze, and no six-week study before anything changed.
The result
The causes behind $3 million of losses named, and the leakage stopped at source.
S/4HANA
A full finance systems replacement at a large listed company, led end to end.
The situation
A finance function on systems that had stopped scaling with the business. Every new asset and every new contract added manual work instead of being absorbed by the process.
What we did
We led the finance side end to end: design, build, data, cutover, and the months afterwards when a change like this is either adopted properly or quietly abandoned.
The result
A finance function running on infrastructure that scales with the business.
BASPIN is new and has no client testimonials yet. Rather than borrow someone else's, these are engagements Ankur owned personally. The companies are not named here, but his career history is public and every one of them is on it.
About
More than two decades in finance, nearly all of it in the operating seat rather than advising from outside it. He built finance functions from zero twice, sat on a board once, and most recently led finance for one of India’s largest businesses.
“Finance has spent decades reporting what happened. After more than two decades inside finance functions, I believe the future lies in designing what happens next — eliminating hidden leakages, creating leverage through AI and smart outsourcing of non-core activities, and building scalable finance functions that help businesses move faster, decide better and grow stronger.”
Pick the one that fits, and we will come to the call ready for it.
Tick the one closest to what you need — or book the call and we will work it out together.
Set up a meeting →Questions worth asking. Answers that create clarity.
We bring clarity to what matters today and build the capabilities needed for what comes next. We partner with you through the journey — from solving immediate challenges to building a finance function that supports sustained growth.
Because a strong finance team can become a stronger business partner. We work alongside your team to bring experience, perspective and practical playbooks — helping finance earn a greater seat at the table.
We look for the pattern, not just the problem. We build the playbook once, adapt it to each business and create repeatable solutions that can scale across the portfolio.
With clarity. We start with the business agenda — understanding where finance is creating friction, where the biggest opportunities lie and what needs to change first.
Clarity today. A stronger tomorrow.
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