Serving Nolambur Phase 4, Nolambur and the wider Nolambur belt — handled by a qualified, in-house team
Handling Business Process Audit for Nolambur Phase 4 and Nolambur clients — fixed fee, deterministic turnaround and archived working papers. Call 9566-068-468.
A business process audit is an independent, systematic review of operational workflows — order-to-cash, procure-to-pay, hire-to-retire, inventory, fixed assets, treasury and tax compliance — to test design adequacy and operating effectiveness of internal controls. It differs from a financial audit (Section 143 Companies Act 2013) which expresses opinion on truth and fairness of financial statements. A process audit goes deeper into the "how" — bottlenecks, cost leakage, segregation-of-duties failures, control gaps — and reports findings against frameworks like COSO 2013 and ICAI SIA 110-740 rather than against accounting standards.
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Expert Process Audit in Nolambur Phase 4 — qualified professionals, 15+ years experience, zero-penalty track record.
Segregation of Duties is tested through a role-conflict matrix — vendor master vs invoice posting, customer master vs credit note authorisation, payroll input vs payment release. Conflicting roles flagged with user IDs for IT to remediate.
ACL
Each cycle is scored on the CMMI 1-5 capability scale — Initial, Managed, Defined, Quantitatively Managed, Optimising. Nolambur Phase 4 clients receive an 18-month uplift roadmap to move chaotic cycles to Level 3+ with documented standards and statistical control.
Findings carry estimated annualised ₹ benefit — working-capital release from DSO reduction, overtime savings from cycle-time compression, write-off avoidance from inventory ABC discipline. The Audit Committee approves recommendations with ROI evidence.
Process maps, control matrices, CAAT scripts, findings registers and management responses retained for 7 years on access-controlled storage. Never shared externally or used for cross-marketing. ICAI Code of Ethics confidentiality applies.
Findings are not just reported — they are tracked through a closure ledger reviewed quarterly with the Audit Committee. A 6-month follow-up audit (SIA 390 prior-engagement monitoring) verifies that remediation has actually held in operation.
Every Business Process Audit engagement delivers measurable, guaranteed outcomes — expert professionals, on time, every time.
Why this matters here — Across Nolambur Phase 4, the cluster of residential, retail, coaching businesses that defines Nolambur Phase 4's commercial fabric. Practitioners note that served by short connections to Nolambur and Nolambur Phase 1 and onward to central Chennai.
Share documents via WhatsApp to 9566-068-468. No office visit required for Nolambur Phase 4 clients.
Miss any of these and the next consequence kicks in automatically.
Deadlines in this neighbourhood — Across Nolambur Phase 4, the business activity radiating outward from Nolambur Phase 4 Park and nearby commercial pockets.
Deadline pressure points we see in Nolambur Phase 4: For Nolambur Phase 4 engagements specifically — for the professional and salaried population of Nolambur Phase 4 navigating personal-tax and home-office GST.
Statutory form prescribed for Business Process Audit engagements; carries the information set required for filing or submission to the prescribed authority.
Statutory form prescribed for Business Process Audit engagements; carries the information set required for filing or submission to the prescribed authority.
Statutory form prescribed for Business Process Audit engagements; carries the information set required for filing or submission to the prescribed authority.
Every claim on this page can be traced back to a section or rule below.
COSO framework and SA 315 is the operative provision for business process audit in this engagement. SOP review process gap analysis cost-saving identification operational efficiency improvement reporting The taxpayer should ensure the procedural conditions under this section are met before any filing or submission. Failure to comply attracts the consequences separately prescribed under the penalty and interest provisions of the same Act.
Records we prepare for Nolambur Phase 4 carry the geo-zone 600xx tag and coordinates 13.0858, 80.1656, which map each submission back to this locality. Approvals, acknowledgements and queries for Nolambur Phase 4 businesses tie back to the Ambattur Division, so our Process Audit cadence accounts for how that office works. Nolambur Phase 4 is a newer planned residential phase with mid-tier housing developments by VGN Group and supporting retail. Every Nolambur Phase 4 engagement we open begins with the basics: PIN 600095, the Ambattur Division, and the coordinates 13.0858, 80.1656 that anchor the locality.
Nolambur Phase 4 sustains a medium flow of commerce for a residential phase with mid tier housing locality, and that flow is the raw material for the Process Audit files we close here. Vendors and customers tied to the Nolambur Phase 4 Bus Stop network show up across the invoice trail we reconcile for Nolambur Phase 4 Business Process Audit clients. Nolambur Phase 4 reads as a residential phase with mid tier housing pocket with medium commercial activity, anchored around Nolambur Phase 4 Park and fed by the Nolambur Phase 4 Bus Stop corridor. The residential phase with mid tier housing mix of Nolambur Phase 4 shapes what lands in our workpapers — a blend of small trade activity and the commercial pulse around Nolambur Phase 4 Park.
The residential character of Nolambur Phase 4 commerce influences everything from invoice formats to the supporting documents a Business Process Audit review needs. The business mix in Nolambur Phase 4 centres on residential, and that sector carries its own Business Process Audit quirks we plan for in advance. Because Nolambur Phase 4 hosts a cluster of residential businesses, we benchmark each new Business Process Audit engagement against patterns we already track for the locality. Mixed residential activity across Nolambur Phase 4 means our Process Audit team keeps sector playbooks ready rather than improvising per client.
The Nolambur Phase 4 Business Process Audit workflow is documented end-to-end: WhatsApp document intake, a working file, qualified review, and a filed acknowledgement back to you. A Nolambur Phase 4 client sees the same Process Audit cadence each cycle: intake, reconciliation, review, filing, acknowledgement. From the first Business Process Audit cycle, a Nolambur Phase 4 engagement is set up to be audit-ready rather than reconstructed under pressure later. Our Nolambur Phase 4 Process Audit process is built to be predictable, documented, and on time, cycle after cycle.
Business Process Audit clients in Nolambur Phase 3 are handled by the same practitioners who run our Nolambur Phase 4 desk. Businesses straddling Nolambur Phase 4 and Nolambur Phase 3 get a single Process Audit point of contact rather than two. We treat Nolambur Phase 4 and Nolambur Phase 3 as one catchment for Business Process Audit, which keeps documentation and turnaround consistent. Serving Nolambur Phase 4 and Nolambur Phase 3 from one team keeps Business Process Audit turnaround identical across the cluster.
Over several cycles in Nolambur Phase 4, the recurring Business Process Audit issues cluster around a predictable short list we screen for early. Each engagement in Nolambur Phase 4 adds to a record of what the Chennai West jurisdiction expects, sharpening the next Process Audit file. Sector signals in Nolambur Phase 4 — seasonal small trade swings and peak-period volumes — shape how we schedule Process Audit work. Because we work repeatedly across Nolambur Phase 4, we can benchmark a new client's Business Process Audit position against the locality norm.
Shifting principal place of business to Nolambur Phase 4 means updating jurisdiction to the Chennai West, and we manage the paperwork end-to-end. New residential ventures in Nolambur Phase 4 lean on us to stand up Business Process Audit correctly before the first deadline rather than after a notice. When a Nolambur Phase 1 business expands into Nolambur Phase 4, we extend its Process Audit setup to PIN 600095 without disruption. First-time Business Process Audit for a Nolambur Phase 4 business is where getting the basics right saves years of cleanup later.
Independent process audit under COSO 2013 and ICAI SIA 110-740 — O2C, P2P, H2R, inventory, fixed asset and treasury cycles mapped, tested and reported with quantified ₹ savings for Nolambur Phase 4 businesses.
A dedicated process audit consultant in Nolambur Phase 4 delivers BPMN 2.0 process maps, RACI matrix review, SOD conflict analysis, CAAT 100% population testing and CMMI Level 1-5 maturity scoring.
Director's Responsibility Statement under Section 134(5)(e) supported by documented ICFR design assessment, walkthroughs, test of operating effectiveness and significant-deficiency reporting under SA 265.
For Nolambur Phase 4 listed entities and significant data fiduciaries — BRSR Core (SEBI Top-1000) data-collection process audit, CERT-In Section 70B incident-response audit and DPDP Act 2023 data-protection audit.
No. A process audit can be conducted under the COSO 2013 framework irrespective of ISO 9001 certification status. For ISO-certified entities, the process audit programme is routinely harmonised with the clause 9.2 internal audit programme to avoid duplicate fieldwork on the same processes.
Deliverables include a process map of the audited process, an SOP-versus-practice matrix, the SA 315 walkthrough working papers, a gap log keyed to COSO 2013 principles, a remediation roadmap with control-owner assignment and target close dates, and a closing presentation deck for the audit committee.
Yes, indirectly. A process audit is not a forensic audit and does not begin with a fraud hypothesis. However, process-gap evidence and segregation-of-duties weaknesses commonly surface fraud red flags that are escalated to the statutory auditor for Section 143(12) evaluation and to the audit committee under Section 177(4)(iv).
A process audit is reported to the audit committee through a closing presentation deck supported by the gap log, remediation roadmap and SA 315 working papers. The presentation typically precedes the quarterly audit committee meeting and aligns with the Section 177(4)(iv) review of internal control and risk management.
No. A process audit is not itself mandatory. However, Section 143(3)(i) reporting on internal financial controls and CARO 2020 paragraph 3(xx) on IFC operating effectiveness make the underlying process discipline effectively unavoidable. A documented process audit programme provides the evidence base for these statutory reporting requirements.
A process audit tests whether the controls listed against each risk in the entity-level risk register are designed and operating effectively. The gap log refreshes the risk register, with residual risks reported to the audit committee and the risk management committee under Regulation 21 of SEBI LODR for listed entities.
What Nolambur Phase 4 clients want to know before signing: For Nolambur Phase 4 engagements specifically — around the Nolambur Phase 4 Park catchment of Nolambur Phase 4.
Reading this guide locally — Across Nolambur Phase 4, around the Nolambur Phase 4 Park catchment of Nolambur Phase 4.
A business process audit is a structured, evidence-based examination of one or more end-to-end business processes (revenue-to-cash, procure-to-pay, hire-to-retire, record-to-report, plant-and-asset, IT general controls) against a benchmark control framework — most commonly the COSO 2013 Internal Control Integrated Framework (5 components and 17 principles) and SA 315 risk-of-material-misstatement assessment used by statutory auditors. The Institute of Internal Auditors (IIA) International Professional Practices Framework defines internal auditing as an independent, objective assurance and consulting activity designed to add value and improve operations; a process audit is a tactical sub-set focused on individual process families rather than the enterprise-wide annual internal-audit plan. ICAI Standards on Internal Audit (SIA 110 to SIA 740) — mandatory from 1 April 2024 — codify the engagement framework: SIA 310 (planning), SIA 320 (evidence), SIA 330 (documentation), SIA 360 (communication), SIA 390 (monitoring) and SIA 740 (reporting). A process audit follows the same SIA discipline but with a narrower scope and faster cycle than the full annual internal audit.
Operational audit is the broader genus — an examination of operational efficiency and effectiveness across functions, often without a structured benchmark framework. Internal audit (in the IIA and ICAI sense) is a continuous independent assurance function reporting to the audit committee, covering financial, operational and compliance dimensions over a multi-year plan. Process audit is a hybrid: it borrows the structured-framework discipline of internal audit and the operational-efficiency orientation of operational audit, but focuses on one or two process families in a single engagement. The Companies Act 2013 Section 138 mandates internal audit for prescribed companies (those crossing turnover and borrowings thresholds under Rule 13 of the Companies (Accounts) Rules 2014), and Section 143(3)(i) requires the statutory auditor to report on the adequacy of Internal Financial Controls over Financial Reporting (IFC-FR) — a process-audit lens is the natural sub-tool used by both internal and statutory auditors to discharge these mandates.
An SME typically commissions a process audit at one of five trigger points: (a) onboarding a new ERP or core system, where the migration is a natural moment to redesign and document processes; (b) preparing for external funding (PE, debt, IPO) where investors expect documented internal controls; (c) after a fraud or material misstatement incident, where the board demands a root-cause and remediation review; (d) ahead of a statutory audit where the auditor has flagged IFC inadequacies in the prior year; (e) on a periodic-improvement basis aligned with ISO 9001:2015 clause 9.2 internal audit and clause 10.2 continual improvement. The OECD Principles of Corporate Governance (2023 revision) treat documented internal-control systems as a board-responsibility item; a process audit is the operational expression of that responsibility at the SME scale.
Theory of Constraints (TOC), formalised by Eliyahu Goldratt in The Goal (1984) and developed through subsequent books (The Race, It's Not Luck, Critical Chain), is a complementary methodology that focuses on the system-bottleneck as the determinant of throughput. The TOC Five Focusing Steps — identify the constraint, exploit the constraint, subordinate everything else, elevate the constraint, return to step one — provide a sharp lens for capacity-constrained processes (manufacturing throughput, IT helpdesk response, finance month-close cycle). Process audit in a capacity-constrained SME often surfaces TOC-style recommendations: not all process steps need equal attention; the constraint step needs the most. The integration of TOC with Lean (drum-buffer-rope scheduling) and Six Sigma (variation-reduction at the constraint) produces the most robust process-improvement architecture.
Six Sigma originated at Motorola in 1986 under Bill Smith and was scaled at General Electric under Jack Welch (1995-2005). The methodology applies statistical-quality-control principles (originally developed by Walter Shewhart in the 1920s and W. Edwards Deming in the 1950s) to drive process variation toward the six-sigma performance level (3.4 defects per million opportunities). The DMAIC structure — Define, Measure, Analyse, Improve, Control — is the standard problem-solving sequence; each phase has prescribed tools (Define: project charter, SIPOC; Measure: data-collection-plan, MSA; Analyse: root-cause-analysis, hypothesis-testing; Improve: design-of-experiments, pilot; Control: control-plan, SPC). Process audit findings are often packaged as DMAIC closure projects assigned to a process owner with a 90-day to 180-day cycle.
Three improvement methodologies coexist in process-audit recommendations. PDCA (Plan-Do-Check-Act, also called the Deming Cycle, formalised by W. Edwards Deming from Shewhart's earlier work) is the lightweight continuous-improvement cycle embedded in ISO 9001:2015 and used for incremental process tweaks. DMAIC (Six Sigma) is the data-driven cycle used where the process problem is statistical-variance-dominated and the cycle requires measurement-and-analysis discipline. BPR (Business Process Reengineering, formalised by Michael Hammer in his 1990 Harvard Business Review article and the 1993 Reengineering the Corporation book with James Champy) is the radical redesign methodology used where incremental improvement is insufficient and a clean-sheet redesign is needed. Process audit recommendations are calibrated to the gap-severity — small gaps to PDCA, statistical-variance issues to DMAIC, fundamentally broken processes to BPR.
Business Process Model and Notation (BPMN) 2.0, issued by the Object Management Group in 2011, is the international standard for process notation. It provides a graphical vocabulary — flow objects (events, activities, gateways), connecting objects (sequence flow, message flow, association), swimlanes (pool and lane for participants), and artefacts (data object, group, annotation) — that allows business and technical stakeholders to read the same process map. BPMN 2.0 replaced earlier proprietary notations (IDEF0, ARIS, Visio-shape-libraries) and is supported by all major process-mapping tools (Bizagi, Camunda, Signavio, Lucidchart, Microsoft Visio). Process audit working papers increasingly use BPMN 2.0 as the standard notation; this allows downstream automation (workflow engines, RPA scripts) to import the process model directly.
BPMN 2.0 pools represent participants (typically the audited entity and external parties such as customer, vendor, bank); lanes within pools represent organisational roles or departments. The lane-based view forces clarity on who-does-what at each step, which is the essential input for segregation-of-duties analysis in process audit. The audit working paper typically captures two BPMN diagrams per process: the as-is process map (the current state, reflecting both designed and emergent practice) and the to-be process map (the recommended redesign incorporating the audit findings). The delta between as-is and to-be becomes the change-management roadmap, with each delta-item assigned to a process owner with a target close-date. ITIL v4 change-enablement vocabulary is applied to govern the transition.
A process map is not a one-time deliverable; under ISO 9001:2015 clause 7.5 (documented information) and clause 8.1 (operational planning and control), the map is a living document that requires periodic review and update. CMMI (Capability Maturity Model Integration, originally developed at Carnegie Mellon SEI in the 1990s, now maintained by ISACA / CMMI Institute) provides a five-level maturity model (Initial, Managed, Defined, Quantitatively Managed, Optimising) that helps an SME locate itself on a maturity continuum. At CMMI Level 3 (Defined), processes are documented, characterised and understood; at Level 4 (Quantitatively Managed), processes are measured and controlled; at Level 5 (Optimising), processes are continuously improved. Process audit recommendations are calibrated to the SME's CMMI level — a Level 1 entity needs basic documentation, a Level 3 entity needs measurement infrastructure, a Level 4 entity needs continuous-improvement governance.
Section 143(3)(i) of the Companies Act 2013, inserted with effect from 1 April 2014, requires the statutory auditor to state in the audit report whether the company has adequate internal financial controls with reference to financial statements in place and the operating effectiveness of such controls. The Companies (Amendment) Act 2017 substituted 'internal financial controls' with 'internal financial controls with reference to financial statements' (IFC-FR), narrowing the scope from the broader Section 134(5)(e) board-statement (which still references internal financial controls broadly). The ICAI Guidance Note on Audit of Internal Financial Controls over Financial Reporting (2015, periodically updated) provides the operational framework — adopting COSO 2013 as the benchmark, with mapping to the Indian regulatory context. Process audit findings feed directly into the Section 143(3)(i) statutory-auditor work-stream.
Section 143(3)(i) India is conceptually parallel to Section 404 of the Sarbanes-Oxley Act 2002 (USA), but with two design differences. SOX 404(a) requires management's annual assessment of internal control over financial reporting (ICFR); SOX 404(b) requires the external auditor's attestation of that assessment for accelerated-filer issuers. Section 143(3)(i) India combines these into a single auditor-opinion duty without requiring management's separate assessment under the same section (though Section 134(5)(e) does require the directors' responsibility statement to address internal financial controls). The COSO 2013 framework underlies both SOX 404 and Section 143(3)(i) reporting; the PCAOB Auditing Standard No. 5 (USA, 2007) and the ICAI Guidance Note (2015) provide jurisdiction-specific operational guidance. SMEs with US-listed parent companies often run a single IFC working-paper file satisfying both SOX 404 and Section 143(3)(i) simultaneously.
Section 143(12) of the Companies Act 2013 read with Rule 13 of the Companies (Audit and Auditors) Rules 2014 requires the statutory auditor to report fraud — fraud involving amounts of ₹1 crore or above (the threshold notified in 2018, prior threshold was lower) is reportable to the Central Government via Form ADT-4 within 60 days; fraud below the threshold is reported to the audit committee or board. Process audit findings often surface red-flag indicators that the statutory auditor uses to assess whether Section 143(12) is triggered — control gaps, suspicious transactions, override patterns. A robust process-audit framework reduces both the incidence of fraud and the surprise-element at the statutory-auditor stage; the audit-committee chair typically requires the process auditor and statutory auditor to coordinate quarterly to ensure no Section 143(12) surprise.
What Nolambur Phase 4 clients usually ask next: For Nolambur Phase 4 engagements specifically — for the professional and salaried population of Nolambur Phase 4 navigating personal-tax and home-office GST.
Cycle time is the time taken to complete one unit of work from start to finish at a workstation. Lead time is the total elapsed time the customer experiences from request to delivery, which includes wait time between workstations. Lead time is typically much longer than cycle time.
The maximum allowable cycle time per unit to meet customer demand, calculated as available production time divided by customer demand quantity. If cycle time exceeds takt time the process cannot meet demand.
Overall Equipment Effectiveness — composite metric of Availability × Performance × Quality. World-class benchmark is 85%. Below 60% indicates significant equipment-utilisation losses; process audit on manufacturing always includes OEE measurement.
The rate at which a system produces output per unit time. Throughput is constrained by the bottleneck step; increasing capacity at non-bottleneck steps does not increase throughput.
WIP — units that have entered the process but not yet completed it. High WIP indicates poor flow and is a symptom of upstream-downstream imbalance. Little's Law states WIP = Throughput × Lead Time.
Defects Per Million Opportunities — the Six Sigma measure of process quality. Translates defect rate into a sigma-level scale; 3.4 DPMO equals 6-sigma capability.
Statistical measure of process capability: 3σ ≈ 66,800 DPMO; 4σ ≈ 6,210 DPMO; 5σ ≈ 233 DPMO; 6σ ≈ 3.4 DPMO. Most Indian business processes operate around 3σ to 4σ.
Define-Measure-Analyse-Improve-Control — the five-phase Six Sigma project methodology used for process improvement. Each phase has specific tools and deliverables; audit reports often follow this structure.
Plan-Do-Check-Act — the Deming cycle of continuous improvement. Simpler than DMAIC and used for incremental process changes that do not justify a full Six Sigma project.
Responsibility Assignment Matrix — a tool that clarifies who is Responsible, Accountable, Consulted and Informed for each process step or deliverable. Resolves ownership ambiguity which is the most common process-audit finding.
A specific step in a process where a control activity is performed to prevent, detect or correct an error or risk. Process audits map controls to risks and test design effectiveness and operating effectiveness.
A preventive control stops an error from occurring (e.g. system validation blocking duplicate invoice). A detective control identifies an error after it has occurred (e.g. monthly exception report). Preventive controls are stronger but harder to design.
Numerical examples showing tax + interest + penalty across common default scenarios.
How Nolambur Phase 4 businesses typically avoid these: For Nolambur Phase 4 engagements specifically — the cluster of residential, retail, coaching businesses that defines Nolambur Phase 4's commercial fabric; for the professional and salaried population of Nolambur Phase 4 navigating personal-tax and home-office GST.
How the local trade mix shapes this — Across Nolambur Phase 4, the cluster of residential, retail, coaching businesses that defines Nolambur Phase 4's commercial fabric.
Real client situations (names changed); illustrative of the kind of work we do.
Why these Nolambur Phase 4 engagements look the way they do: For Nolambur Phase 4 engagements specifically — the cluster of residential, retail, coaching businesses that defines Nolambur Phase 4's commercial fabric; for the professional and salaried population of Nolambur Phase 4 navigating personal-tax and home-office GST.
“Engaged FilingPro for full enterprise process audit covering O2C, P2P, H2R and inventory cycles. CAAT testing on full 18 months of P2P data flagged 47 duplicate invoice payments and 12 vendor-employee bank-account matches — recovered ₹38 lakh. Findings prioritised by Pareto with ₹-quantified benefits. Audit Committee presentation was clean and action-tracked.”
“Section 134(5)(e) ICFR mapping was overdue for our listed company. FilingPro completed COSO 2013 5-component design assessment, walkthroughs and operating-effectiveness testing in 10 weeks. ICAI IFC Guidance Note 2015 methodology followed; significant deficiencies under SA 265 reported separately to Audit Committee. Statutory auditor's ICFR opinion under Section 143(3)(i) was unqualified.”
“Process audit revealed our P2P cycle was at CMMI Level 1 with multiple workarounds outside ERP. FilingPro recommended a Six Sigma DMAIC improvement plan — vendor master clean-up, three-way match enforcement, RACI re-design and SOD conflict resolution. Cycle moved to Level 3 in 9 months and invoice TAT dropped from 14 days to 5 days.”
“Our SaaS company falls under DPDP Act 2023 as a Significant Data Fiduciary. FilingPro's process audit covered consent-management workflow, data-principal-rights TAT, breach-notification process and CERT-In Section 70B 6-hour incident reporting. Gaps in log retention (180 days under CERT-In Directions 28 April 2022) were closed before the next compliance review.”
“BRSR Core readiness for our listed manufacturing company was the brief. FilingPro audited the data-collection process for each BRSR Core KPI — energy intensity, water consumption, GHG Scope 1/2/3, gender diversity. Process gaps fixed before reasonable-assurance season under SEBI's mandate for top 150 listed entities. Audit Committee was satisfied.”
“Our trading group with 4 branches across Tamil Nadu engaged FilingPro for multi-location process audit. SOD conflicts in branch-level ERP roles, cash-handling weaknesses and inventory cut-off issues were flagged. CAATs on 24 months of GL data using IDEA identified ₹26 lakh of off-period entries reversed for window-dressing. Closure tracked over two follow-up audits under SIA 390.”
Common questions from Nolambur Phase 4 clients. Call 9566-068-468 for specific queries.
From 1st Avenue, 2nd Main Road, JPC Main road, Nolambur Main road and Ramalingam saalai through to Venugopal Street, 1st Avenue, bus stand street, 200 Feet Bypass Road and Chennai Bypass Expressway, our team covers Process Audit for businesses right across Nolambur Phase 4 and its main commercial roads.
Professional Business Process Audit in Nolambur Phase 4, Chennai. Call @ 9566-068-468. Offices at Maduravoyal, Nerkundram & Nolambur (upcoming). 15+ years experience, 4.9★ rated.
FilingPro Chennai — 15+ Years of Expert Tax & Business Consulting. Offices at Maduravoyal, Nerkundram & Nolambur (upcoming), Chennai. Call @ 9566-068-468. Disclaimer: Information on this page is for general guidance only and does not constitute legal, financial or tax advice. Consult a qualified professional for specific advice.