أحمد رمضان محمد

• Prepare the Operations P&L, leading the development of comprehensive operations sector business plans,
including budget, forecasts, and a five-year strategic plan.
• Conduct thorough financial assessments providing projects ROI for commercial launches for the current portfolio
and the expansion and strategic plans, providing financial partnership to the Strategic Expansions VP team,
ensuring the allocation of required Capex and resources, and prepare detailed Capex project reports for board
approval.
• Co-pilot the Operations GM, Manufacturing Director, SC Director, Corporate Quality Director, Operations HR
Director, Procurement VP, and the QPD VP in driving continuous improvement initiatives that deliver profitable
growth (lead the E2E Lean Program).
• Manage the operations (manufacturing & SC) working capital effectively, overseeing inventory controls, controlling
the direct material procurement, operations (manufacturing & SC) AP, and their cash management.
• Lead the implementation and ongoing updates of the SAP system, including the costing system, SAP MM, and PP
processes.
• Govern and control business operations by developing and regularly updating policies and SOPs to ensure robust
controls and full compliance.
Main Achievements & Projects
◦ Transform the Finance Operations team by revisiting the organizational structure, creating new opportunities,
coaching, and empowering a partnership mindset. This approach leads to more effective generation of
insightful information and continuous improvement of controls and processes.
◦ Led and established a culture of efficiency and continuous improvement (CI), making a financial performance
transformation for the business operations.
◦ Led the business cost-saving program (E2E Lean Program), improving waste management and
rationalizing spending, resulting in a total of $18M in direct and indirect cost savings.
◦ Streamline the cost accounting system, introduce, and implement the Milk & Cream costing model,
improving the milk portfolio profitability, and enhancing the milk & cream balance planning.
◦ Streamline the material handling process across finance, accounting, procurement, and SC teams,
develop inventory policies and SOPs for ERP implementation, improve the WC turnover, reducing DII
from more than 100 days to 55 days, also, reducing aged bad inventory from $2.5M to $0.3M and
shortening the age from over 12 months to under 2 months.
◦ Applying Zero Base Budget (ZBB) across the business operations, enhancing the operations leadership teams
financial acumen by developing the Operations P&L, analyzing margins by technology and product category to
support growth and Continuous Improvement initiatives.
◦ Support the Agro. & Procurement VP, co-piloting the procurement team to make the proper buying decisions,
assess the hedging options, and forward-buying materials led to achieving $11M of direct materials cost
savings.
◦ Corporate Governance & Controls:
◦ Establishing and updating policies and procedures for product costing, inventory management, and
procurement operations, and ensuring manufacturing and SC operations indirect spend governance.
◦ Improve procurement processes that cope with the market challenges and dynamics in line with
available buying options that could support business continuity.
◦ Develop the internal reporting system for Manufacturing, Procurement, and SC Operations that provides
financial performance analysis to the Operations & Procurement leadership team and top management.
◦ Continuous improvement of the internal controls, taking actions to close the Internal Audit points.
◦ Rationalize the Capex spending, leading the financial appraisal of the strategic Capex, and developing actual
expenditure tracking.

• Established Baeshns business operations in Egypt, managing project cash flow, tracking project progress, and
ensuring compliance with all relevant laws and regulations.
• Developed the finance department organizational structure in alignment with the five-year strategic plan.
• Designed and implemented the five-year planning model.
• Led the development of company policies covering key business processes, including budgeting and risk
management.
• Managed the companys tax position, successfully resolving VAT and withholding tax maters for previously
unreported periods.
• Developed the Transfer Pricing (TP) model for related-party transactions.
• Established strong banking relationships to explore financing options for the Egypt business unit.
• Lead the successful implementation of the Oracle ERP system.

• Launch the Baeshen business in the Egyptian market (Rabe Tea), including the full delivery of the factory project,
securing a well-governed, smooth cash flow for the Capex spending.
• Manage the cash operations of the entire business.
• Establish banking relations with Egyptian banks.
• Oversee and ensure compliance with tax laws, including periodic tax returns and filings.
• Update the commercial deals with distributors.
• Prepare the statutory financial statements.
• Develop the transfer pricing model between the Egypt Business Unit and the Saudi Business Unit to ensure
compliance with transfer pricing and tax laws.
Main Achievements & Projects
• Developed the finance department organizational structure in alignment with the five-year strategic plan.
• Designed and implemented the five-year planning model.
• Led the development of company policies covering key business processes, including budgeting and risk
management.
• Developed the Transfer Pricing (TP) model for related-party transactions covering the goods movement, royalty,
asset transfers, and management fee.
• Managed the companys tax position, successfully resolving VAT and withholding tax matters with a cost
avoidance of EGP 1 Million of unreported periods.
• Released the 1st audited statutory financial statements with a clean audit report.
• Established strong banking relationships with 4 banks to secure the financing facilities for the Egypt business unit.
• Lead the successful implementation and go-live of the Oracle ERP system.

Working with SAP ERP, Essbase BI & Magnitude Reporting
Main Achievements & Projects:
1- Empowered the plant finance teams org structure, introducing the stock control function that participated in the following cost efficiency and control improvements.
2- Reduce material waste annually by around $1M by leading the manufacturing and logistics teams, streamlining material handling processes, updating policies and SOPs to establish solid controls on WIP and materials inventory, and promoting waste control.
3- Developed and automated an insightful material usage analysis report, providing timely and insightful tools.
4- Led the working capital committee, initiating and following up actions to reduce materials inventory levels by
12%, around $2M.
5- Initiated the migration of strategic spare parts to fixed assets, complying with IFRS-IAS 16, improving working capital by $3M, around 17% of spare inventory, and avoiding a $1.8M direct hit to the P&L.
6- Led the operations team on a mind-shifting change in spares procurement, which reduced spares inventory and reduced annual maintenance expense to $1M.
7- Modelling, forecasting, and budgeting packs and their related variance analysis reports have improved the budget and forecast accuracy.

• Costing: maintain the product master data in the SAP system alongside the costing system updates.
• FP&A: Prepare the budget and forecasts of direct material spend (material prices and BOM alternative costings)
and the manufacturing spend, report and analyze the variance, providing financial insights to the manufacturing,
planning, and R&D teams.
• FP&A: prepare the products P&L for commercial launches, including product innovations and product
reformulations.
• Controlling: Control the inventory, conducting health checks, reporting and assessing the inventory age, and book
the proper provisions, and lead the buying options assessment decision-making, supporting the Procurement and
SC Planning teams for profitable decisions.
◦ Empowered plant finance org introducing the stock control function that participated in improvements.
◦ Reduce material waste annually by around $1M by leading the manufacturing and logistics teams, streamlining
material handling processes, updating policies and SOPs to establish solid controls on WIP and materials
inventory, and promoting waste control.
◦ Developed and automated an insightful material usage analysis report, providing timely and insightful tools.
◦ Led the working capital committee, initiating and following up actions to reduce materials inventory levels by
12%, around $2M.
◦ Initiated the migration of strategic spare parts to fixed assets, complying with IFRS-IAS 16, improving working
capital by $3M, around 17% of spare inventory, and avoiding a $1.8M direct hit to the P&L.
◦ Led the operations team on a mind-shifting change in spares procurement, which reduced spares inventory
and reduced annual maintenance expense to $1M.
◦ Modelling, forecasting, and budgeting packs and their related variance analysis reports have improved the
budget and forecast accuracy.

• Reduce the factory waste by ~ 10% through the partnership with production, SC, and R&D teams, making BOM
updates, streamlining the material handling, and updating the costing system.
• Apply solid controls on fixed assets by increasing the awareness of company policies, asset tagging, and Fixed
Assets module implementation on Sage ERP.
• Improve the stock turnover ratio with the partnership with the SC team by defining the obsolete and the slow
moving materials, highlighting the overstock issues, and suggesting cost-benefit solutions.
• Close major internal audit points and management concerns related to the cost accounting system and finance
controlling reporting by developing monthly reporting and analysis packages.

• Provide finance partnership to Alexandria plant manager and SC team by providing required managerial accounting information and analyses to give direction and assist in decision-making in the manufacturing and Supply Chain (SC) area.
• Plant cost control & inventory control.
• Prepare studies for New Product Development (NPD).

• Provide finance partnership to the Alexandria plant manager and the SC team by providing the required
managerial accounting information and analyses to give direction and assist in decision-making in the
manufacturing and Supply Chain (SC) area.
• Plant cost control & inventory control.
• Prepare studies for New Product Development (NPD).

distributor
• Cost Accounting: (product costing & analysis, GL)
• Supervise the AR & the Credit Control team.
• Tax Accounting, including the sales tax filing, returns, and inspections.

• Report product costing, plants financial performance, and ensure inventory accuracy.
• AP accounting of the indirect spending.