هاني الرشيد

Responsible for ~£100m turnover multi site Morrisons account within Retail and Consumer Division. Integral part of Morrisons Senior Leadership Team (SLT) and R&C Finance SLT reporting into VP Operations and dotted line into Finance Director

Achievement: Led & succeeded in challenging pay award negotiations with the union representing ~800 staff - Resulted in unanimous agreement (~90% voted in favour)

Business Partnered with the VP operations, Operation Directors and the customer to highlight financial risks and opportunities to drive business performance

Turned around customer relationship by building credible multi site bottom up budgets and implementated OPEX reporting process on a weekly & monthly basis

Negotiated new business deals and carried out business case analysis using investment models and demonstrated the implication of CAPEX spend to the senior leaders

Implemented strong internal controls to ensure running of efficient finance functions

Leadership: Leading and developing a team of two Finance Managers and two Assistant Finance Managers. Group responsibility of 13 finance colleagues

Responsible for commercial finance activities for four key & complex fleet sales channels with the turnover of ~£800m (~70k vehicles). Partnering with Fleet Sales & Used Car Directors as key stakeholders with regular support to CFO and MD of GM UK

Achievement: Improved resell value of the cars by ~£500/unit by influencing the senior stakeholders to change the Rental and Remarketing Strategy - Resulted in improved profitability of ~£30m

Managed commercial contracts for top 20 UK fleet customers from finance perspective

Prepared and presented monthly results to the CFO, MD and other senior stakeholders which included detailed variance analysis, risks, opportunities and recommendations

Completed complex month end process of Operating Lease Accounting (OLA) with ~30k leased vehicle included explaining variances by P&L line for each OLA scenario

Budgeting, Forecasting and reporting of OLA and Used Car P&L

Managed used car inventory to optimise Working Capital and resell values of the cars

Leadership: Hired, coached and developed team of three; one Finance Manager and two Senior Finance Analysts

Responsible for Business Partnering with the Fleet Sales Director, National & Regional Sales Manager for three profitable sales channels with the turnover of ~£500m (~40k vehicles)

Achievement: Improved net sales & profitability by ~£14m (£340/ unit) by changing the focus from profitability to net sales as a key decision criteria - Recognised by CFO UK and CFO Europe

Contract management, pricing, financial evaluation and bench mark analysis of ~1, 500 active customers using financial models, Power BI and Salesforce CRM

Positively contributed and regularly made pricing decisions during customer deal negotiations to achieve financially viable result for the business

Monthly accounting, budgeting, forecasting and reporting of sales allowances of ~£1bn

Created a KPI Dashboard on Power BI by developing complex database - Resulted in making bench-marking process efficient and built credibility in the process

Leadership: Coached and developed two part qualified Finance Analyst

Worked in a high performing performance management team and business partnered with the Global Corporate’s (GC) MD to assist them improve financial and non-financial KPIs

Achievement: Successfully developed and implemented Client’s Return Dashboard with visuals, such as, client pyramid and heat maps by sector, industry & products - Resulted in developing client returns strategy and improved returns by ~12%

Developed an end to end process and MI to report on weekly sales and pipeline to allow leadership make tactical decisions and achieve the financial objectives of the BU

Built budgets and report results based on that to demonstrate areas of improvements

Developed MI to report on GC’s exposure due to Panama gate (offshore account case)

Developed and Implemented complex regional reporting for North American and Asia relationship directors and relationship managers

Leadership: Influenced and delivered through others with no direct authority

Worked as part of EMEA Leadership team with the responsibility of ~£200m P&L. Business Partnered with the EMEA GM and Territory Managers to help achieve financial objectives

Achievement: Designed a complex but efficient forecasting model to take into account multiple currencies, sources of product and lower level product type - Resulted in reduced process time from 1.5 to 0.5 days and improved forecast accuracy to ~90%

Won $20m business by providing meaningful and actionable financial analysis and supporting the territory manager with the negotiations

Led monthly reviews with the MD and LOB Controller explaining the movements in the forecast and mitigation plan along with the changes in market dynamics

Bench-marking, regional market pricing and account analysis to acquire new business and increase share of wallet with the customers

Leadership: Managed part qualified analyst & help them professionally develop

Responsible for consolidation of regional budgeting, forecasting and reporting submissions of the group. Preparing and presenting the results with the variance analysis to the MD, LOB controller and Regional GMs

Achievement: Successfully led a project of closing down Norway legal entity - included clearing the balance sheet, moving stock and dealing with complex multi jurisdiction tax implications with the help of Deloitte & internal accounting & tax teams

Led the submissions process of four high value entities Italy, Spain, Australia & Singapore which included reviewing financial, non financial KPIs and variance analysis

Responsible for revaluing balance sheets for seven foreign entities in accordance with US GAAP requirements

Forecasting Balance sheet to reduce FX exposure by carrying out balance sheet hedging

Increased accuracy of management account by carrying out deep-dive analysis into the profit in inventory analysis - resulted in improving the profitability of $1.2m

Responsible for assisting the Financial Controller close the UK entity, included, Posting high value complex journals, Balance sheet reconciliations & Compliance reporting (VAT & Intrastat)

Achievement: Initiated and led a compliance reporting Intrastat project and reduced time of reporting from 2 weeks to 2.5 days

Budgeting, Forecasting and reporting of IT and R&T functional overheads - £50m cost

Business Partnering with the renewable business MD to launch a new product

Carry out buy vs make analysis for machinery in the UK plant

Managed relationship with clients, checked their eligibility for secured and unsecured loans

Managed letter of credit process including seeking approval appropriate approvals