 Project Life Cycle Management (post-deal closure)

 Formulating the Development strategy of existing and new Projects

 Maximise the built-up area potential
 Ensuring timely receipt of all necessary Approvals/Licences/NOC’s as
required for commencement of Construction, Occupation and start Operations.
 Project Budgeting and Monitoring during the construction activity,
 Strategy/Fund Deployment ; Exposure to Fund Management during the Project
Life Cycle
 Good exposure to Procurement & Contracts
 Being the SPOC from the Chairman’s Office

1 Sourcing of land deals in line with company's stated focus cities/areas

2. Tracking of deals
3. Site visits for land parcels which have potential
4. Doing prelim financial analysis for such deals
5. Doing in depth market analysis of viable deals and running financials
6. Data Analysis and data mining.
7. Preparation of notes for senior leadership for deal approval
Coordination with departments for deal closures.
8.. Product brief post closure based on micromarket /customer research

 RERA regulations , Understanding related to local bye laws and other regulatory issues affecting
development,
 Market trends and demographics
 In depth market analysis, asset classes, various geographies
 Report preparation, deal notes, knowledge for procedures of closing transactions.
 Financial models for real estate deals
 Competition mapping through secondary and primary research
 Micro market assessment for price and velocity
 Design and cost understanding
 Customer research for product development
Asset Management :

1. To formulate the business plan for new projects and ensure adherence to key financial objectives
of PBT, NPV, IRR etc. over the life cycle - Ensure timely execution of the project.

2. The focus on asset management role would be greater during the period from deal signing to
project launch as the asset manager would be required to (i) ensure that the design is in line with the
positioning and costing envisaged in the business plan, (ii) monitor if costing of the product is
optimized while preserving the quality and customer experience, (iii) formulate marketing and sales
plan and determine the optimal launch plan for the project, (iv) highlight any risks to the business

3. Drive all cross functional and key business decisions related to the asset Business Planning

4. To make the annual operating plan and the long range plan for the asset being managed by
factoring in timelines, including approvals, launch, and construction, market sentiment in terms of
pricing, structure of land related payments, pay out to private equity partner etc., with aim of efficient
cashflow management and preserving the business plan envisaged at the time of deal closing

5. Scenario analysis for optimizing the business plan

6. Determine the key performance indicators for the project for the year and periodic review of actual
performance with respect to these.

Strategic Assignments : Work with Strategy Head and Functional Heads on key strategic
assignments for developing long term capability of the business for Godrej Properties to emerge as
a sustained market leader. Examples of such assignments are sales acceleration, reducing time to
launch, new product development, entry strategy for new markets etc.

- Prepare the business analysis and scenarios

- Work with a cross functional team to drive the recommendations and their implementation thereaft