Strategic financial planning at the highest levels requires more than analytical capability—it demands the vision to identify transformative opportunities and the communication skills to secure executive buy-in for ambitious initiatives. Gaurav Walawalkar recently demonstrated both qualities by planning and presenting a “Go-Big” plan with forecasted revenue of £9 billion to Senior executive leadership of a fortune 5 company, outlining a roadmap for dramatic business expansion.
The presentation represents a culmination of Walawalkar’s career evolution from technical beginnings through increasingly sophisticated financial roles. His journey began in telecommunications network engineering in Mumbai, progressed through financial analysis positions in energy markets and tower acquisitions, advanced through seven years managing technology and cargo finance for a major airline, and has now positioned him as a Finance Manager trusted to develop and advocate for transformational growth strategies.
Walawalkar’s perspective on the Go-Big plan emphasises the importance of data-driven decision-making at scale. “When you’re proposing revenue growth of this magnitude, every assumption must be defensible, every forecast must be grounded in market reality, and every risk must be clearly articulated,” he explains. “Executive leaders are sophisticated consumers of financial projections. They need to understand not just what you’re proposing, but why it’s achievable and what execution will require.”
His approach to developing the plan leveraged the full spectrum of analytical capabilities he’s cultivated throughout his career. The forecasting models likely incorporated techniques he refined whilst building investment models for natural gas pipelines, where he calculated net present value, internal rate of return, and discount cash flow analyses. His experience creating financial models for electricity supply in energy markets and forecasting tower revenues in telecommunications provided additional frameworks for projecting performance across diverse business segments.
What makes the Go-Big plan particularly significant is its context within Walawalkar’s broader responsibilities. He currently manages financial close, planning, and budgeting for operations with revenue exceeding £580 million—already substantial, but orders of magnitude below the £9 billion vision he’s presented. The plan therefore represents not incremental improvement but fundamental business transformation, requiring identification of new market opportunities, assessment of resource requirements, and evaluation of risks at unprecedented scale.
His recent success driving over £30 million in cost savings likely strengthened his credibility when presenting growth plans to executive leadership. Demonstrating both the ability to control costs and the vision to pursue ambitious revenue expansion shows balanced financial leadership—neither conservative to the point of missing opportunities nor reckless in pursuit of growth without regard for efficiency.
Walawalkar’s communication skills have been essential throughout his career. At American Airlines, he regularly presented financial performance to business and finance leaders, developing the ability to translate complex financial information into actionable insights for diverse audiences. His role required coordinating capital planning activities across the organisation, ensuring alignment between near-term tactics and long-term strategy—experience directly applicable to securing buy-in for transformational plans.
The analytical tools supporting his work reflect the sophistication required for planning at this scale. His proficiency spans advanced Excel modelling including VBA macros, database analysis using SQL and Tableau, business intelligence platforms like Power BI and Cognos, and financial information systems including Bloomberg and Thomson Reuters. His RTBMA certification in Apptio demonstrates expertise in technology business management frameworks that help allocate resources efficiently.
Beyond the immediate Go-Big plan, Walawalkar has developed data-driven recommendations for market positioning and resource allocation designed to maximise business opportunities in the most promising segments. This work aims to enhance market penetration and accelerate revenue growth by ensuring resources flow to initiatives with the highest potential returns. His approach combines rigorous financial analysis with strategic thinking about competitive positioning and market dynamics.
As organisations navigate an increasingly complex business environment, financial leaders who can both manage current operations effectively and articulate compelling visions for future growth become invaluable. Walawalkar’s presentation of the £9 billion Go-Big plan to C-suite executives represents more than a financial forecast—it demonstrates the kind of strategic financial leadership that can shape organisational direction and unlock transformational opportunities.
