Practice Areas · The Universe of Work
Every mandate RKLCMA accepts falls within one of five practice areas. Together they cover the firm’s complete universe of work — from risk-based assurance through to end-to-end ERP process management. Each engagement is led personally by the partner accountable for the work.
Practice Area 01
Independent, risk-prioritised audit and assurance work — covering internal audit, control effectiveness testing, forensic and anti-bribery reviews, and audit-committee advisory — conducted to global professional standards and Indian statutory requirements.
Service Lines
Methodology Anchors
Credential Signal
This practice carries the combined weight of Randhir’s CIA (IIA, USA, 2009) and CFE (ACFE, USA, 2011) credentials, alongside his prior role as Group Internal Auditor at ABB Limited — the Swiss-Swedish power and automation group — covering North & South Asia, India, the Middle East, and Africa. Engagements span risk-based audit, FCPA reviews, and SOX / ICFR control effectiveness across multiple geographies.
Engagement Evidence
Practice Area 02
Systematic identification and quantification of recoverable margin — and the redesign of the business processes that produce it. Using activity-based costing, vendor-spend analysis, and process re-engineering, with each finding quantified in financial terms and accompanied by a specific, implementable recommendation. Cost reduction and process redesign are treated as a single discipline, because durable cost outcomes come from better processes, not one-time cuts.
Service Lines
Methodology Anchors
Credential Signal
Randhir’s primary credential as a Cost and Management Accountant (CMA, ICAI, 1996), and the firm’s registration under the Cost and Works Accountants Act, 1959 (Firm Reg. No. 003299, ICAI), anchor this practice. The firm operates this work as its founding discipline.
Representative Engagement
A focused multi-week diagnostic, timed to the contract-renewal cycle
A focused IT cost optimisation review of the group’s technology spend across a large and concentrated vendor base. The methodology combined Pareto vendor concentration analysis, cost-element decomposition across capital and operating heads covering the substantial majority of IT spend, on-site due-diligence with the highest-spend vendors, and a review of MSA / SLA / OLA contracting practices.
The engagement delivered a structured roadmap across several workstreams — formalising IT processes and documentation, vendor due-diligence and contracting, cost-driver-based Total Cost of Ownership negotiation, a cost optimisation team with a weekly review cadence, SLA / OLA-based IT resource performance management, and elimination of tool and process redundancies. Each capital and operating cost element was tabled with a recommended action: continue, reduce, eliminate, or change.
Further Engagement Evidence
Practice Area 03
Review and governance of technology cost structures, ERP control environments, software licence portfolios, IT general controls, and AI-and-automation pipelines — conducted with combined CISA-led financial audit perspective and CIO-level operational depth.
Service Lines
Methodology Anchors
Credential Signal
Randhir’s CISA credential (ISACA, USA, 2010), combined with Technology Advisory Partner Rajat Tyagi’s MBA (IIM Lucknow, 1996–1998), B.Tech (Delhi College of Engineering), and senior technology roles including Chief Information & Digital Officer at PVR INOX Limited, VP & Global Head of Architecture at Bharti Airtel, VP & COO at JP Morgan (Treasury & Securities Services), Principal Consultant at Infosys, plus roles at Bennett Coleman, Standard Chartered, ANZ, and Citibank. A CISA-trained partner alongside a partner who has held CIO-level technology budget authority is genuinely uncommon in Indian advisory practice.
Engagement Evidence
Practice Area 04
Compliance, advisory, and representation across direct tax, GST, company law, and regulatory obligations — including representation before tax authorities and appellate tribunals — led by a senior Advocate and Fellow Chartered Accountant with 26+ years of practice.
Service Lines
Methodology Anchors
Credential Signal
Sanjay Jain — practising Advocate (Bar Council), FCA (ICAI), ACS (ICSI), LL.B. (CCS University), with 26+ years of post-qualification practice and a long-standing role as GST Faculty at ICAI Delhi. This is the only practice area led primarily by a partner other than Randhir.
Engagement Evidence
Practice Area 05
End-to-end ownership and execution of ERP-anchored finance and operations processes — covering process design, SOP documentation, data migration, user training, and steady-state process ownership across procure-to-pay, order-to-cash, master-data, and finance-close cycles — primarily in SAP environments but extending across ERP platforms.
Service Lines
Methodology Anchors
Credential Signal
Randhir’s CMA + CISA combination provides the financial-control plus IT-systems perspective. Rajat’s CIO-level operational ERP experience (SAP, Microsoft Dynamics, Oracle, Salesforce) provides the architectural depth. The firm operates proprietary reconciliation infrastructure for GST 2B-to-purchase-register reconciliation and for vendor-ledger reconciliation across mixed-ERP environments — purpose-built for the Indian multi-state, multi-ERP reality.
Representative Engagement
End-to-end ownership across multiple business divisions
End-to-end ownership of the SAP-anchored procure-to-just-before-pay cycle across several business divisions, including:
The “procure-to-just-before-pay” boundary is a deliberate design choice — the firm owns the upstream process discipline (vendor onboarding, invoice processing, reconciliation, approval workflow), while the client retains the final payment-release decision. This preserves segregation of duties at the highest-risk point in the P2P cycle while delivering the cycle-time, cost, and control benefits of partner-led process management.
Representative Engagement
Multi-month engagement · Multiple project locations · MM & PS modules
End-to-end SAP data migration for the Materials Management and Project Systems modules across multiple India project locations, with project-team training and post-go-live handholding. The discipline of in-house knowledge transfer through structured training materially reduces extended-consulting fees, and clean MM & PS data on day one prevents the cost of the post-migration data clean-up sprints that typically follow large ERP rollouts. Engagement was delivered to the standards expected by the audit committee of a listed group.
Further Engagement Evidence
How a Typical Engagement Runs
The firm operates a consistent three-phase engagement pattern, refined over many mandates and codified into the firm’s methodology. The pattern is adapted to each engagement’s scope, but the discipline is constant.
Structured walkthroughs and discussions across the in-scope functions. Risk areas and exposure points identified and ranked. A formal scope document agreed before any substantive fieldwork begins.
No substantive fieldwork commences before scope is formally agreed with management.
Process mapping (current state), control testing, financial impact quantification. Reference benchmarks from well-governed comparable organisations applied as an objective basis for gap identification, not as prescriptive targets.
An interim findings memo is issued at the mid-point. No findings are presented for the first time in the final report.
Each finding follows a consistent structure: observation, root cause, financial impact estimate, priority rating (High / Medium / Low), recommendation. Findings discussed with the relevant process owner; management responses incorporated; final board-ready report issued with implementation tracker.
Implementation tracker includes named owners and agreed timelines.
If your problem is one we can move the needle on, you will know by the end of the call. If it is not, that will be communicated as well — with a thoughtful view on who could.