Head - Accounts Payable, TDS & Stat Compliance
This role oversees end-to-end Finance Operations, specifically focusing on Accounts Payable management and statutory compliance including TDS. The incumbent will lead plant-level coordination, drive process standardization across entities, and support the implementation of a Shared Services Centre. Responsibilities include managing vendor balances, GR/IR controls, audit support, and conducting MIS reviews for process improvements. The role requires deep expertise in tax regulations and finance operations.
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Experience
Experience not specified
Function
Accounting
Work mode
Onsite, India
Company
Tier 2
What you will work on
This role oversees end-to-end Finance Operations, specifically focusing on Accounts Payable management and statutory compliance including TDS. The incumbent will lead plant-level coordination, drive process standardization across entities, and support the implementation of a Shared Services Centre. Responsibilities include managing vendor balances, GR/IR controls, audit support, and conducting MIS reviews for process improvements. The role requires deep expertise in tax regulations and finance operations.
TAL's take
Role has well-defined functional responsibilities in accounting and compliance, but lacks specific YOE, tech, and company scale context.
The JD clearly defines the scope of accounts payable, TDS, and statutory compliance responsibilities.
Must haves
- Accounts Payable Management
- SLA based Account reconciliation
- TDS and TCS Compliance
- Statutory compliance monitoring
- Monthly and quarterly closing
- MIS reporting and analysis
About the company
Talent Destination is a recruitment and staffing firm, treated as mid-tier.
Posts mentioning Talent Destination
Waves of corporatisation in India
Corporatisation can be generally referred to as standardisation and formalisation of a business firm along the modern techno-industrial lines. This practice of corporatisation began in Britain during industrial revolution when big companies based on coal, iron and steam engine set up industries across England and there was a need for standardisation of business operation of a particular company all across the country. This later spread to United States (beginning from Cotton textiles and plantation firm having large holdings), France and Germany during 19th century. As far as India is concerned, it has witnessed four waves of corporatisation First wave of corporatisation was based on Kolkata beginning with East India Company, which gradually opened up for multiple English companies after 1858 GoI Act. Later on several companies of textiles, chemicals and heavy industries opened their offices in Kolkata, of whom many beginning to be owned by Indians too. Second wave of corporatisation began in Bombay Mumbai when Manchester based textiles companies opened up their head offices in Mumbai in purpose of handling export of raw cotton from Gujarat and Maharashtra and importing finished textiles from England through Mumbai port. Later on several Gujrati Marwari textile companies opened factories and offices in Mumbai. Corporatisation in Mumbai went for a long period of time I would say, even after independence. It benefitted from spread of communism in Bengal, which made Kolkata unattractive destination for investment, and LPG reforms, after which companies boomed in India who subsequently only found Mumbai as most suitable site for office. Third wave of corporatisation began in Delhi-NCR, Bangalore and Hyderabad coinciding with IT boom in India. Availability of talent pool became the biggest common factor triggering corporatisation in these three cities. We are currently in fourth wave of corporatisation which is not limited to handful of big cities. Corporate world also streching their roots to multiple cities like Chennai, Vishakhapatnam, Ahemdabad, Bhubaneswar, Indore, Jaipur, Lucknow etc as well. Companies are opening their offices in other cities as well for managing their operations in regional level. Several start-up companies are also emerging. In future companies likely to shift their peripheral operations involving technical staff in other cities and limit only managerial level tasks in respective offices in big cities.
Ever Wonder What Talent Fulfilment Specialist Makes in Bengaluru?
Any one from Talent acquisition can confirm this mumbers?
Just curious if you are really getting these number of Resumes or this count really doesn’t matter?