About the Founder
Mandar Vaze
Founder of Trans4m Business Consulting, Mandar Vaze brings over 26 years of experience as a Chartered Accountant (CA) and Certified Public Accountant (CPA), with deep expertise in large-scale business transformations across Finance, HR, ISO, Procurement, IT, and Networks.
Mandar has worked with global organisations like Cummins, UPS, Hanesbrands, HP, and Qantas, as well as major NSW Government entities including Transport for NSW, Sydney Trains, and Endeavour Energy. His extensive experience across both corporate and public sectors enables him to apply proven methodologies and real-world insights to support Australian businesses—small, medium, or large.
As a consultant, Mandar offers flexibility, focus, and commercial acumen, helping clients drive change, scale operations, and enhance performance—without the cost of a full-time team. Known for his strategic clarity and hands-on execution, he has consistently delivered results across transformation initiatives.
🔹My professional qualifications & self development initiatives ...
🔹List of large business transformation projects delivered ...
Large Projects Delivered
Startups & Scaleups
Projects in Project Management
🔹Implement approx. 80+ initiatives and process automations (Task Manager & Balance Sheet Reconciliation)
🔹Review, rationalise & improve Month End Close process across APAC
🔹Accounting software upgrade across APAC (Pronto) & China (Kingdee)
🔹Change of Accounting year from Jul-Jun to Jan-Dec
🔹Streamline Intercompany project
🔹Implement Credit Collection & Cash Allocation process automation, process discovery, requirements, RFP and finalising the vendors
The initiative achieved cross-departmental alignment and boosted efficiency across the finance function.
To achieve ISO 27001 certification for a large shared services centre supporting 18 teams and approximately 600 employees, we led a structured, high-scale transformation.
Beginning with preparation and stakeholder alignment, we conducted extensive gap assessments across functions, identified security risks, and closed gaps through targeted actions. We then supported internal audits and final certification.
This effort ensured enterprise-grade infrastructure and data security, improved risk response, and reinforced customer trust, demonstrating capability to manage complex compliance programs at scale.
Delivered a successful HR transformation using a four-step approach.
We began with Discovery to assess current processes & issues, followed by Prioritisation to focus on high-impact initiatives. In Preparation, we built project plans, aligned stakeholders, and set up governance. Finally, we delivered multiple transformation projects (as follows) with clear documentation and process flows, driving efficiency, structure, and lasting impact.
🔹Employee Lifecycle Database for all APAC internal employees (approx 1300 employees across APAC)
🔹APAC wide compensation Management system implementation (requirements, RFP, delivery, go-live)
🔹Compensation & Benchmarking across APAC
🔹Review of ANZ WHS
My responsibilities project planning & preparation, project management & delivery, project governance and stakeholder communication
Holding company of the cluster engaged in providing road infrastructure & transport solutions to the state. Scope included 4 directorates within Finance & Investment Division.
Key cross-functional, cluster-wide projects
🔹Monthly close and reporting processes
🔹Financial consolidation and statement preparation
🔹Investment funding processes
🔹Cash management improvements
🔹Fixed asset accounting
🔹AASB 16 implementation
Lead, managed and delivered the Agency Finance Improvement Program in time. Project scope (reviewed & documented 225+ processes), identified 50+ process improvement initiatives and implemented them. Collaborated and trained 60+ staff in Lean Project Methodology
Led end-to-end business process improvements across the P2P lifecycle. Developed custom Access databases and enhanced multiple procurement systems including:
🔹Supplier Relationship Management (SRM)
🔹Tender management
🔹Supplier evaluation
Key outcomes included increasing spend under management from 38% to 55%, reducing off-contract spend from 10% to 46%, and cutting turnaround times across procurement plans, supplier registration, and sourcing cycles. These improvements boosted stakeholder satisfaction and delivered measurable, organisation-wide impact.
🔹Led commercial and financial governance for Tier 1 IT vendors (IBM, Fujitsu, TCS) with an annual spend of ~$400M.
🔹Set up and managed an 18-member offshore team in Bangalore, overseeing invoice validation, forecasting, and project feasibility reviews.
🔹Successfully recovered $0.5M through dispute resolution, introduced bottom-up IT budgeting, and built finance dashboards for executive reporting, bringing rigour and transparency to company's supplier management.
🔹Successfully led the end-to-end transition of 16 finance roles from the UK to an Indian shared service centre, completing 15 within 5 months. Managed stakeholder alignment, documentation, and knowledge transfer while recruiting and training a high-performing team.
🔹Oversaw US GAAP-compliant month-end close and reporting for ~$1.6B in UK Government accounts, delivering accurate flash reports, MIS, and forecasts with continued stakeholder satisfaction.
🔹Successfully led the end-to-end transition of 16 finance roles from the UK to an Indian shared service centre, completing 15 within 5 months. Managed stakeholder alignment, documentation, and knowledge transfer while recruiting and training a high-performing team.
🔹Oversaw US GAAP-compliant month-end close and reporting for ~$1.6B in UK Government accounts, delivering accurate flash reports, MIS, and forecasts with continued stakeholder satisfaction.
YLed the end-to-end implementation of Microsoft Solomon accounting software for Frost & Sullivan across Australia, Singapore, and Malaysia. The project involved process reviews, business reengineering, and alignment with corporate standards—executed using the waterfall methodology. Delivered full rollout in just 8 months, from planning to go-live.
My Blogs
The Art of: Strategic Delegation
In today’s fast-paced world, holding on to tasks out of fear of being replaced can lead to micromanagement and stalled growth. But by strategically delegating and making yourself redundant, you unlock productivity, empower others, and create space for new opportunities.
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Delegation is a vital leadership skill, yet many leaders struggle to get it right. Avoiding common delegation mistakes can significantly boost your team's efficiency and productivity.
Want to know what these mistakes are and how to avoid them?
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In the post-COVID era, hybrid work is the new norm. For multinationals with globally distributed teams, this shift brings fresh delegation challenges. Leading across time zones now demands clearer communication, smarter coordination, and a more flexible approach to managing performance remotely.
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Perfectionism may drive excellence, but for leaders, it can backfire. Unrealistic standards, micromanagement, and reluctance to delegate can hurt productivity and team morale. 'Striving for progress, not perfection' is key to effective leadership.
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Fear of failure is natural, but when it overwhelms, it holds leaders and teams back. It can stall decisions, limit innovation, and drain morale. Leaders may second-guess themselves, avoid risks, and unintentionally create a culture of caution over progress.
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