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 +91-9718320368

M3M India Private Limited

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