Manager Finance – Front Office -HUTCHISON PORTS PAKISTAN (SAPT)
HUTCHISON PORTS PAKISTAN (SAPT)
Total years of experience :15 years, 11 Months
As a Manager of the Finance - Front Office at Hutchison Ports Pakistan (SAPT), I successfully managed finance counters, improved the financial module of SAPT (nBIS), and led process improvement projects. I also gained expertise in system implementation and integration as a Remote Operation Center Project Team Lead at Hutchison Ports Jazan.
Highlights
• Manage and ensure smooth operation of Finance counters, including cash collection, invoicing disputes, refund and waiver
management, and receivable activities.
• Enhance and improve the financial module of SAPT (nBIS) through user acceptance tests (UAT).
• Develop and enforce standard operating procedures (SOPs) to ensure compliance.
• Lead process improvement projects such as invoice checking, import/export charge audit, and recovery process.
• Maintain non-stop 24/7 operation of Finance counters to provide customer service for payments, refunds, invoices, and
waivers.
• Improve counter set-up to enhance customer experience and drive efficiency.
• Foster strong client relationships and deliver excellent customer service.
• Delegate tasks and optimize resource utilization among team members.
• Assist in managing key performance indicators (KPIs), job descriptions, and appraisals.
• Document counter workflows using six sigma methodology to enhance existing processes.
• Coach and train counter staff to develop their skills and proficiency.
• Ensure proper handling of payments and adherence to SOPs.
• Address finance counter exceptions and resolve customer issues.
• Provide accurate and correct invoices to customers and resolve invoicing disputes.
• Process refunds and ensure timely issuance of customer cheques.
• Prepare monthly waiver report and submit to management.
Expanded Scope of Work:
Remote Operation Center Project Team Lead - HUTCHISON PORTS JAZAN, SAUDI ARABIA
Finance (June' 2022 - Present)
• Lead the implementation and integration of systems and technologies within the Hutchison Port Group for Saudi Arabia's
Jazan Port.
• Review and finalize the nBIS process for compliance and suitability.
• Conduct comprehensive user acceptance testing (UAT) of the nBIS system with nGEN.
• Conduct nBIS training sessions for end users.
• Oversee the roll-out and implementation of nBIS at Jazan Port.
• Participate in the finalization and roll-out of middleware for integration between nBIS and ZATCA.
• Perform UAT of the GCMS to ensure accuracy and compliance.
• Manage GCMS billing processes until full nBIS implementation.
• Conduct UAT of the middleware (ZATCA) and its integration with nBIS and GCMS.
• Perform UAT of the EBIS in conjunction with nBIS and GCMS.
• Design a reporting tool using Discoverer for effective data analysis and reporting
During my tenure as a Business Improvement Manager at Maersk Pakistan, I achieved significant improvements in various areas, including reducing outstanding payments and invoicing errors. I also excelled as a Credit Controller, effectively managing accounts receivable and implementing proactive recovery strategies.
Highlights
• Ensure proper follow up on all outstanding debts and pursue collection for detention Outstanding.
• Ensure that dispute function runs smoothly and all disputes are resolved within 24 hours.
• Serve as the cluster focal for all OTC/Dispute related matters
• Active part of various Process Excellence Project (Six-sigma green belt project) teams contributing to the continuous
improvement of business processes. Projects include;
a) Follow- up on detention outstanding payments which reduced detention outstanding payments by 35% and increased
revenue.
b) Improve charge application which aims to increase revenue and reduce invoicing errors.
c) Invoicing Accuracy project which reduced invoicing error from 20 % to 4 %.
d) First Time Hit ratio- improve payment posting ratio from 70 to 90 %.
e) Counter Process improvement Project that help to reduced turn time at finance counter form 18 minutes to 6 minutes
f) Process improvement project includes payment application, Invoice issuance process, and Refund process linkage with
debt collection. Customer master data base clean up.
As an Accounts Receivable Officer in the Finance Department of Maersk Pakistan, I demonstrated exceptional skills in proactive recovery follow-up, proficiently managing and reconciling customer accounts, and consistently fostering strong working relationships with valued customers.
Highlights
• Ensuring all receivable activities are conducted in accordance with policies and procedures of the company.
• Responsible for managing Accounts Receivable of Key Clients by providing a foundation of problem-solving skills and
maintaining standards set by the company
• Key responsibilities included proactive recovery follow-up, credit evaluation, innovating and delivering new ideas to improve
DSO & OD
• Responsible for investigation of unbilled invoices and revenue and ensuring sound internal control practices exist to issue
invoices to customers on a timely basis (targeted as within 5 days from all shipment activity being concluded)
• Developing performance reports to monitor KPIs and taking corrective measures where necessary.
• Established and maintained strong working relationships with both internal and external customers. Built good business
partnerships mainly with Sales, Customer Services and Operations.
• Reviewed all SOPs and procedures to mitigate audit risks, strengthen internal controls and reduce monetary and compliance
exposure.
• Established and maintained strong working relationships with both internal and external customers. Built good business
partnerships mainly with Sales, Customer Services and Operations
Worked as a Dispute Controller in the Finance Department of Maersk Pakistan where I was responsible for dispute resolution,
developing performance reports to monitor KPIs, investigation of unbilled invoices and providing suggestions for improvements in
invoice accuracy.
Highlights
• Key responsibilities included invoice dispute resolution and liaising with key personnel/ management in all departments to
resolve disputes, communicating in house on root causes by analyzing information available to strengthen internal controls.
• Taking initiatives and providing suggestions for improvement in invoice accuracy, procedures and policies.
• Successfully managed a “Green Internal Audit” with no major findings for Maersk Line and Safmarine to serve as a safety
net for compliance with rules, regulations, and overall best business practices. These audits were conducted for various
processes and functions (on sample basis)
• Reviewed all SOPs and procedures, successfully customising them to local requirements to mitigate audit risks, strengthen
internal controls and reduce monetary and compliance exposure.
Employee engagement project
TQM project Consumer behaviors ISO 9001 Implementation model Process mapping of finance process