Chief Financial Officer

M3M India is one of India's fastest-growing luxury real estate developers, headquartered in Gurugram with a growing footprint across Delhi NCR and adjoining markets. The Group's portfolio spans premium residential communities, Grade-A commercial and office developments, high-street and organised retail, serviced apartments and hospitality-led assets, delivered under the brand promise of design excellence and customer delight.

With a large land bank, an expanding pipeline of launches and a widening base of institutional capital partners, the Group is entering its next phase of scale. The CFO will be a core member of the leadership team, working shoulder-to-shoulder with the Promoters to build the financial architecture required to support that growth.

ROLE PURPOSE

The Chief Financial Officer will own the entire finance charter of the Group – strategy, capital, controls, compliance and capability. The role is deliberately structured as a strategic business partner to the Promoters rather than a reporting function: the incumbent will co-author the Group's financial strategy, determine how growth is funded, decide how capital is allocated across land, projects and asset classes, and institutionalise the governance, controls and systems expected of a large, institutionally-funded developer.

Every area described below is of high importance to this role. The successful candidate will be equally credible in a promoter strategy discussion, a lender or investor negotiation, a RERA compliance review and a project cost-control meeting.

KEY RESPONSIBILITIES

1. Financial Strategy

• Partner directly with the Promoters and the Board to formulate, challenge and execute the Group's long-range financial strategy, growth roadmap and annual operating plan.
• Translate business ambition into a funded, phased financial plan covering land acquisition, launches, construction spend, leasing build-out and exits.
• Drive capital allocation decisions – which projects to launch, which land parcels to buy or monetise, which assets to hold for annuity income and which to divest.
• Build robust financial models, scenario and sensitivity analyses to support go / no-go decisions on new projects, verticals, geographies and business models.
• Act as the commercial conscience of the organisation – provide independent, data-backed counsel to the Promoters, including where it is contrarian.
• Represent the Group in front of the Board, investors, lenders, rating agencies, analysts and regulators as the principal financial spokesperson.

2. Fund Raising, Capital Structure & Investor Relations

• Own the Group's capital structure – determine the optimal mix of internal accruals, construction finance, structured debt, NCDs, lease rental discounting, private equity and AIF capital.
• Lead end-to-end fund raising: pitch preparation, term-sheet negotiation, due diligence, documentation, drawdown and post-closing covenant management.
• Build and deepen relationships with banks, NBFCs, HFCs, domestic and global private equity funds, AIFs, family offices, rating agencies and institutional investors.
• Structure and negotiate joint ventures, joint development agreements (JDA), development management (DM) mandates, platform deals and portfolio-level transactions.
• Continuously refinance and re-price the debt book to reduce weighted average cost of capital while preserving flexibility and headroom.
• Drive readiness for institutional-grade governance and, as and when the Group elects, for capital markets events such as an IPO, REIT or listed instrument – including transaction structuring, advisor management and disclosure discipline.
• Own credit rating strategy and lender / investor communication, ensuring full covenant compliance and no surprises.

3. Financial Planning, Budgeting, MIS & Analytics

• Institutionalise a rigorous annual budgeting and rolling forecast process across entities, SPVs, verticals and individual projects.
• Own project-wise and entity-wise P&L, balance sheet and cash-flow forecasting, including construction cash outflows and sales collection inflows.
• Deliver a crisp, decision-grade monthly MIS to the Promoters and Board – variance analysis, cash position, sales velocity, collections, cost-to-complete and profitability by project.
• Establish a single source of truth for financial and operating data across the Group, eliminating reconciliation disputes between functions.
• Build pricing, discounting and payment-plan frameworks jointly with Sales and CRM, protecting margin and cash flow.

4. Accounting, Financial Reporting & Internal Controls

• Own the integrity of the books across all Group entities, SPVs and joint ventures, ensuring compliance with Ind AS, the Companies Act and applicable accounting standards.
• Manage revenue recognition, cost capitalisation, inventory valuation, related-party transactions and consolidation in line with real-estate accounting requirements.
• Ensure timely closure of monthly, quarterly and annual books and smooth completion of statutory, internal, tax and cost audits.
• Design and enforce a robust internal financial control (IFC) framework, delegation of authority and approval matrix across procurement, contracts, payments and revenue.
• Strengthen the internal audit charter and ensure prompt closure of audit observations.
• Uphold the highest standards of corporate governance, ethics and transparency in all financial dealings.

5. Taxation, RERA & Regulatory Compliance

• Own direct and indirect tax strategy – corporate tax, transfer pricing, GST, TDS, stamp duty and registration – balancing efficiency with full compliance.
• Structure land, JV, JDA and SPV transactions tax-efficiently in coordination with Legal and external advisors.
• Manage assessments, appeals, litigation and representation before tax and regulatory authorities.
• Ensure complete compliance with RERA – project registration, escrow account discipline, 70% withdrawal norms, certification by professionals, quarterly updates and disclosure obligations.
• Maintain compliance with FEMA / FDI norms for foreign capital, SEBI regulations for fund structures and all applicable state and central real-estate regulations.
• Build a compliance calendar and dashboard with zero-tolerance for missed statutory deadlines.

6. Project Finance, Costing & Cost Control

• Own project feasibility – IRR, NPV, payback, margin and cash-flow analysis for every new launch, land parcel and development opportunity.
• Institutionalise project budgeting, cost-to-complete tracking and rigorous variance control across civil, MEP, finishing and infrastructure spend.
• Partner with Projects, Contracts and Procurement to drive competitive tendering, contract structuring, value engineering and cost optimisation without compromising quality or timelines.
• Control project overheads, marketing spend, brokerage and finance cost as a percentage of revenue.
• Monitor construction-linked drawdowns, escrow utilisation and vendor / contractor payment cycles.
• Drive asset management for the leased and annuity portfolio – rentals, escalations, occupancy, opex recovery, yield optimisation and monetisation or exit decisions.

7. Treasury, Working Capital & Risk Management

• Own Group treasury – daily liquidity, cash-flow forecasting, surplus deployment, banking relationships and inter-company funding.
• Drive collections and receivables management jointly with CRM, improving collection efficiency and reducing days sales outstanding.
• Establish an enterprise risk management framework covering market, credit, liquidity, interest-rate, counterparty, execution, regulatory, reputational and fraud risk.
• Maintain adequate insurance cover across projects, assets, employees and liabilities.
• Institutionalise financial due diligence for all acquisitions, JVs and partnerships, and lead post-deal integration and monitoring.
• Build early-warning indicators so that risks reach the Promoters ahead of, not after, an event.

8. Technology, ERP & Digital Transformation of Finance

• Drive implementation, stabilisation and continuous improvement of ERP (SAP / Oracle or equivalent) integrated with CRM, project management, procurement and property management systems.
• Automate financial close, reconciliations, approvals, payments and reporting to reduce cycle time and manual dependency.
• Deploy analytics and dashboarding tools to give the Promoters and business heads real-time visibility on sales, collections, cost and cash.
• Ensure data integrity, cyber-hygiene and access controls across financial systems.
• Stay abreast of emerging practices in real-estate finance, proptech and financial technology, and adopt what creates measurable value.

9. Leadership, Team & Organisation Building

• Build, mentor and retain a high-calibre finance organisation across accounts, treasury, taxation, project finance, audit and investor relations.
• Create clear structures, KRAs, review rhythms and succession depth within the finance function.
• Elevate finance from a control function to a trusted business partner for every vertical and project team.
• Champion a culture of accountability, speed, accuracy and intellectual honesty.
• Collaborate closely with Sales, Projects, Legal, Land, HR and CRM to align commercial decisions with financial outcomes.

Exceptional Candidates may reach out to [phone removed]