CFO Chief Financial Officer
Scope Properties
Total des années d'expérience :23 years, 0 Mois
• Managing the financial affairs of a group of two companies.
• Set up a rigorous, comprehensive financial strategy.
• Structuring and negotiating bank debts (exceeded EGP 12 billion) to finance Corniche Al Mokattam Project (owned by Scope Properties). The project is mixed use real estate development spanning over a period of eleven years with a total investment cost exceeding EGP 80 billion and financing needs exceeding EGP 20 billion covered through debt and equity.
• Negotiating suppliers’ facilities needed to cover the cash deficit of V-Mark Residence Project (owned by O&A Company). The project spans for a period of 3-years with an estimated cash deficit of EGP 100 million.
• Set up the escrow accounts for the various projects and their monitoring mechanisms to ensure the proper fulfillment of contractual agreements.
• Guiding the preparation of financial plans for each project.
• Spearheading the expansion of the finance team by assisting in recruiting top talents needed to keep up with the group’s vast growth.
• Leading the digital transformation through implementation of Oracle ERP software, process automation and use of electronic banking channels.
• Enhancing the reporting and presentation of financial statements as well as appointing a new audit firm from the Big-4.
• Leading Scope Properties acquisition of its sister company, O&A, through close coordination and follow up with the company’s accounting and legal advisors.
Responsible for managing the company’s cash, budgeting and banking relations in addition to observing and reporting on the performance of the group’s investment and development activities to ensure alignment with top management objectives and to ensure the continuous supply of information needed for the decision-making process through:
• Preparing business plans and feasibility studies for the new projects.
• Negotiating the group’s bank loans and reinvestment of excess cash.
• Developing budgets and controlling the collections and spending of the group’s cash.
• Building & directing the financial planning and analysis function to monitor the performance of the existing asset portfolio and projects under execution.
The group comprised 7 companies engaged in the field of real estate development, construction, and asset management with a total annual turnover exceeding EGP 10 billion in 2023. Projects included Kayan, “205”, Arkan Mall, Crowne Plaza West Cairo and others.
• Restructured the Treasury function and operations to enhance the overall financial performance of the group which comprises four industrial companies with factories located in 6th of October and Sadat Cities and yearly revenues exceeding EGP 500m.
• Developed a two-year action plan to enhance the group's capital structure through paying off sizable debt backlogs after full assessment of the group's historical financial performance.
• Curbed financing cost by more than 30% compared to last two years’ average with monthly savings exceeding EGP 1 million.
• Improved liquidity and minimized utilization of bank loans by developing and deploying new finance and payment strategies that enhanced working capital efficiency.
• Developed models to forecast cash flows, analyze deviations from monthly operating budget and monitor group's ongoing daily collections and payments.
• Increased funding and bank credit facilities and negotiated better terms coping with the group's sizable importation activities to secure a steady flow of RM to avoid repeated stoppage in production and increase sales turnover to indirectly enhance group’s profitability.
• Reconciled lots of prior years' pending transactions and proposed corrective actions to enhance the quality and integrity of financial reporting including writing off bad debts and sizable obsolete, dead inventory.
• Improved the quality and readiness of management reporting.
• Clearly defined turnaround times needed to fulfill banking services.
• Reduced the cost of treasury operations by urging the use of digital banking channels.
• Set internal limits for the credit facility utilization for the different business units within the group based on top management priorities, profitability, and potential growth.
• Set standardized formats for import L/Cs to minimize discrepancies and related costs upon negotiation of documents and to facilitate financing locally or abroad.
• Built the company from start-up stages; capitalized financial requirements through a combination of bootstrapping, limited partnerships, and borrowings.
• Managed key functions: Accounting, Human Resources, Purchasing, and Operations.
• Floated the company in times of distressed cash flows till reaching breakeven then restoration of profitable operations.
• Sourced funds needed to finance deficit in working capital resulting from the steep hike in the prices of raw materials during the period of foreign currency scarcity followed by the flotation of local currency in 2016 and the gradual elimination of governmental subsidies.
• Gradually restored operations despite considerable losses incurred due to the economic slow-down following the COVID-19 pandemic and the company’s total suspension of operations for four months in Q2 & Q3/2020.
• Attracting and maintaining relationships with corporates and multinational companies. Supervised a team managing a portfolio of more than EGP 1 billion in direct loans.
• Set annual goals and objectives for the industries managed by the team.
• Set targets for the individual team members by defining the growth needed in market share, loan portfolio, deposit base, volume of contingent business and profitability.
• Ensured organizational vision, mission and objectives are well perceived by team members and their adherence to prevailing laws, regulations, CBE rules and CIB's code of conduct.
• Managed and reviewed the credit underwriting process of existing clients and new commitments and lead the negotiations and approval processes of credit memorandums and other means of approval.
• Monitored the performance of designated portfolio to ensure proper management and achievement of set targets.
• Actively participated in several additional tasks and projects outside the scope of the job responsibilities, such as:
• Electing and developing a new system to automate and expedite credit approval process.
• The evaluation and pilot testing of the new bank system.