Ahmad Kamel

• Analyzed monthly financial reports and integrated schedules and submitted final reporting package through the OneStream reporting platform.
• Supervised a team of 9 members across all accounting functions of Accounts Payable, Accounts Receivable, Payroll and Employee Benefits, Financial Analysis, Inventory, Fixed Assets, and Costing.
● Provided deep analytical reports for the variations between actual, budgeted, and forecasted numbers, providing the management with timely information and root causes.
● Researched, studied, recommended, and implemented a procedure for offsite inventory purchased and stored at 3rd party warehouses, leading to better inventory control and visibility.
● Collaborated with the project management department to establish a procedure to keep major shipping products under timely visibility, which significantly helped avoid incomplete shipments to clients.
● Discovered a significant weakness in the Vendor Managed Inventory (VMI) setup by analyzing and studying the steps in the system and interacting with all related members, which helped in having more accurate cost allocation.
● Worked closely with internal and external auditors for regular requests and quarterly audit reviews.
● Introduced M.S Power Query to the project costing team to handle millions of rows in Excel, helped in reducing the preparation time by more than 70%.

● Accelerated the company's growth by conducting market research for fuel sales in the region, setting competitive advantage, and establishing pricing strategies, which helped increase the market share from 7% to 25%.
● Analyzed and evaluated fixed expenses of the company and worked with the operation management to cut non-added value expenses, which helped to increase the net profit by 10%.
● Acted as a primary contact between the company, major contractors, and suppliers by running deep negotiation processes, which helped finalize agreements on time.
● Assessed employees’ training needs by setting Job Descriptions and reasonable Key Performance Indicators KPIs.
● Consolidated financial reports for five legal entities and presented monthly reports to the Board of Directors and senior management.
● Facilitated the formal negotiation with the airport authorities regarding airport fees and the ground lease agreements for our three FBOs in two states.
● Delivered high-quality and timely monthly financial impact assessments, risk management tools, and decision-making matrices to the CFO and advisory board.
● Motivated and managed an accounting and finance team of 3-4 team members combined as direct reports and supported six as indirect reports.
● Improved long-term cash-flow forecasting for the operational business activities and the strategic expansion plans into new airports, which led to 30% better fund utilization.
● Coordinated financial and tax audit processes, completed required supporting documents, and served as the primary point of contact for 5+ audit requests, which led to minimum audit remarks.
● Led critical major cross-functional initiatives and projects for the finance organization, including system implementations, operational improvements, and future expansion for 3+ Fixed-Base Operators (FBOs).
● Automated Bank of America credit card export transactions into the accounting system, reducing monthly processing time by 90%.
● Ensured adherence to state tax, federal tax, and other relevant tax regulations for the five active companies in 2 states, NM and TX.
● Furnished technical accounting GAAP guidance and support to all five companies within the aviation sector.
● Supervised 10+ project analytical activities, including model building, screening of investment opportunities, investment committee memorandum, and reports.
● Recruited, coached, and mentored two junior accounting members through intensive hands-on training for three months, which led to higher time utilization and work efficacy.
● Crafted strategic plan for significant customers with trips > 5 per week through insights from airport and market trend analysis, organizational effectiveness diagnostic, and annual revenue target.
● Introduced 2-day intensive training workshops on fuel sales, fuel types, point of sales system, and item list with 20+ site attendees, which lowered user-related errors by 75%.

A leading company with various segments, electrical manufacturing, Ceramic Tiles manufacturing, precast Manufacturing, Construction industry and trading with 15000+ employees and net annual revenue 2 Billion USD

•Developed and implemented new system for sub-stores in Precast factory for the first time and as a result the wastage in raw materials decreased 3%.
•Played essential role as Finance & Controlling module process owner for SAP ERP system implementation for 6 months in Precast which ended by a successful SAP Go-Live on time.
•Developed and implemented costing system in Precast, as a result we had detailed costing reports that helped estimation department to place accurate quotations which led to 20% increase in sales.
•Managed a ten-person team effectively by establishing continuous training plans and regular task-rotations which led to a highly qualified staff with the best time utilization to ensure all tasks were met by deadlines.
•Created and implemented innovative approach for Sales Team Collection Scheme to enhance receivable collections, as a result collection increased more than 40%.

•Reduced electricity consumptions in Ceramic factory by 15% through studying and suggesting a change in Body Preparation department working shifts to be in night shift to utilize the lower electricity rate.
•Restructured costing system for Ceramic factory which was a mile-stone in enhancing our company reports, such as fixed cost variances, variable cost variances, Break-Even Analysis and projected P&L.
•Developed, introduced and implemented a detailed inventory stock taking procedure for over than 20, 000 items in six geographical locations, as a result we got excellent accurate results.
•Prepared and executed physical assets counting and coding for all assets in the company, as a result we got strong control on assets per cost center, plus better depreciation exp. allocations across cost centers.
•Implemented innovative approach for calculating a detailed inventory aging reports to overcome the system’s limitation; as a result we utilized 60% of Non-Moving & Slow-Moving items in production

•Created and implemented inventory coding structure in Navision for RM & SP to enhance inventory procurement, as a result errors in materials requisitions decreased more than 60%.
•Designed and implemented a new procedure for alfanar Ceramic owned Red Clay mine to control daily production and supplies to Ceramic factory, as a result Red Clay wastage decreased 20%.
•Studied, designed and finalized all Capital Work In Progress and converted to assets, as a result we got detailed machinery and assets cards which helped us in implementing standard costing for Ceramic.
•Prepared and implemented special incentive scheme for production staff to enhance labors productivity, as a result production lines’ utilization increased from 65% to reach 80%.

•Prepared and released daily payments to suppliers on time which encouraged vendors to increase our credit periods to be 60D, 90D or 120D instead of 10D or 30D, as a result we had good fund utilization.
•Audited all sub-contract agreements regarding building constructions and machinery procurements, as a result 150, 000 USD were charged back to contractors as per contracts terms.
•Assisted my immediate manager in training fresh accountants and gave them complete training for Payable functions and Navision ERP, as a result we utilized new accountants during 2 months

KPMG Syria is a global network of professional firms providing Audit, Tax and advisory services. It is one of the Big-Four audit companies in the world and operates in more than 144 countries.

•Reviewed Payroll Cycle for the company under audit assignment; as a result I discovered wrong accounting treatments of 100, 000 USD against employee rewards which were recorded as prepaid, I corrected them to be period expense.
•Reviewed F.A and Capital Expenditures cycle, as a result I discovered maintenance expenditure of 300, 000 USD capitalized to machinery assets, I corrected them and recorded as period expenses.
•Attended IFRS and US-GAAP training and discussion workshops presented by KPMG senior managers, as a result I enriched my practical experience and better understanding for accounting standards.