Finance Director
Maximus Gulf
مجموع سنوات الخبرة :22 years, 7 أشهر
Government professional services company, with global operations with head office in the UK.
• Manage a team of 12 staff including Controller and head of FP&A
• Review and support commercial contracts through Maximus governance process.
• Manage procurement and facilities functions.
Selected key achievements:
• Support business implementation of Microsoft Dynamics System with implementation of module and redesign the chart of accounts. Tax and Audit compliance. Negotiate with bank on terms of lending.
• Organise the team to manage the accounting activities and business partner the functions.
• Deliver the 3 yr plan and automate the quarterly forecasting process.
CAE is a world-class training systems integrator that offers integrated live-virtual-constructive (LVC) training solutions across air, naval, land and public safety. CAE designs and delivers turnkey training centres, training services, and simulation products and capabilities for our customers. The UAE NTC is one of the world’s most advanced naval training facilities and a real showcase for the UAE Navy. For the UAE Air Force, we are delivering comprehensive training on the RQ-1E remotely piloted aircraft (RPA). We are also nearing completion of helicopter simulators for the UAE Joint Aviation Command. We are under contract to develop a Joint Multinational Simulation Centre (JMSC) for one of the GCC countries.
Reporting to VP of International and VP of Finance Defence my role was to provide Financial Leadership across all Middle East and Asia Pacific countries. Board member of key businesses with JV’s and subsidiaries driving the key strategies of each of the business to ensure they met financial and strategic goals. Presented regularly to the BoD and shareholders
• Managing mature and start-up businesses end to end. Create and manage business plans for new country entries (UAE / Qatar / Saudi / Oman / Kuwait / Australia / New Zealand / Singapore / Brunei / India)
• Delegated MD for Middle East (Interim - 9 months) - pushing the agenda of the organisation forward.
• Manage complex programs across the region - Multimillion-dollar programs with leading edge technological know how
• Commercially support all business development activities including internal governances - supporting complex bids across sub contractors and other entities across the group.
• Negotiated a number of debt restructuring to improve terms for the business
• Restructured the region to optimise performance whilst expanding to operate in new markets.
• Operationally support PMO on the execution of projects - Manage EAC/POC and other accounting matters to ensure financial objectives were met whilst measuring quality and execution of the programs as well as cashflow of the businesses.
• Provide finance leadership to team across the APAC region to complement a matrix org structure globally.
• Strategically drive and facilitate the 5 yr plan growth plan.
• Optimised the APAC region through pandemic measures and new ways of operating.
AMMROC a Mubadala Aerospace, Skiorsky, and Lockheed Martin Company JV was formed to provide world class military aviation Maintenance Repair and Overhaul (MRO) services for fixed wing and rotary platforms with a vision to meet needs of the UAE Air Force to ensure mission readiness. Part of the strategic initiative of the Abu Dhabi government’s 2030 plan for the Aerospace industry. A key requirement of the program is to build a world class MRO facility in Al-Ain with international best in class partners.
Reporting to the CFO and business partnering with the executive management team my role as the second person to be recruited in finance was to:
• Support the business development needs of AMMROC - with key business stakeholders. Absorbing all the key contracts of the UAE Airforce and Defence along with other regional requirements. Execute contracts with a program management framework.
• Support sustainable growth in revenue from $200m to $2b annually. With relevant controls and corporate governance - and ensuring reporting is accurate, transparent and visible via Board packs and Monthly operating reports to the business.
• Support the move of the business model from Fixed Firm Pricing (FFP) to Performance Based Logistics (PBL) pricing programs.
• Set up key financial and commercial teams to manage M&A of JV activities thorough a strategy team that is managed cross functionally - through short, medium and long range strategic, financial and operational plans.
• Recruit, develop and retain a base line of talented industry subject matter experts in finance and operational roles.
• Build a strong robust decision support arm of the business; to support the roll out of a $800m construction Capex programme
• Create operational plans from the strategic business plans and ensure the teams are executing within the right framework
• Ensure that banking relationship are supported to leverage the balance sheet in a cost effective manner. Invest cash and mange working capital requirements of the business.
• Led development of organization policies and goals that cover operations, personnel, financial performance, and growth of the functions and/or business units Plans and supports all aspects of an organization’s operational policies, objectives, initiatives.
Selected key achievements:
• Set up the FP&A (8), Field Financial Control (20) and Financial Assurance and Strategy Teams (10) to operate the needs of the business with direction from the CFO and Executive Management Team. Also across the finance matrix set up Finance Business Partnering (20) with all functional leads (C-level) to support business.
• Implemented management reporting of financials and KPIs by WD5 for the full business. With management reviews conducted by WD8 both functionally and across critical Programs.
• Developed commercial pricing mechanisms to ensure robust data was managed to price for competitiveness. Bid models were in sync with the business requirements whilst policies and procedures were being followed. Ensuring governance was adhered to.
Create operational plans from the strategic business plans and ensure the teams are executing within the right framework
• Ensure that banking relationship are supported to leverage the balance sheet in a cost effective manner. Invest cash and mange
working capital requirements of the business.
• Led development of organization policies and goals that cover operations, personnel, financial performance, and growth of the
functions and/or business units Plans and supports all aspects of an organization’s operational policies, objectives, initiatives.
Selected key achievements:
• Set up the FP&A (8), Field Financial Control (20) and Financial Assurance and Strategy Teams (10) to operate the needs of the
business with direction from the CFO and Executive Management Team. Also across the finance matrix set up Finance Business
Partnering (20) with all functional leads (C-level) to support business.
• Implemented management reporting of financials and KPIs by WD5 for the full business. With management reviews conducted by
WD8 both functionally and across critical Programs.
• Developed commercial pricing mechanisms to ensure robust data was managed to price for competitiveness. Bid models were in sync
with the business requirements whilst policies and procedures were being followed. Ensuring governance was adhered to.
• Set up corporate tools to track KPI’s and ensure SLA’s were being followed systematically. Leading to Transformation and Change
Management projects being implemented - such as the Procure to Pay Process, Manpower hiring process fully automated.
• Rolled out complex Oracle modules that were highly integrated with the business - HR / Ops / Commercial / Finance / Legal / Supply
chain amongst key interfaces. Allowing optimization of processes and procedures.
• Supported revenue recognition discussion with the core Accounting Service Centre team (15).
• Created working capital facilities as well as returning excess cash to shareholders within 4 years of starting operations via dividends.
• Support the growth of manpower from 600 heads to 3, 000 heads by ensuring strict budget and compliance controls.
• Led key re-structuring and turnaround of many programs to achieve corporate goals.
• Manage EBITDA % in line with growth rates of the business by advising the business on key line items and projects.
• Developed UAE nationals (30%) through the business partnering concept with a robust talent development programs.
• Champion the development of the shared services systems and processes to engage the MDC group model.
Telecoms company with global presence - Market Cap £4b
Cable and Wireless (Americas) VP Finance - Reporting Planning & Analysis \[Mar 06-Sep 08\]
Manage the regional finance team providing governance controls and performance framework for the Americas portfolio with up to 15
directs (some senior managers) and some indirect reports with the following remit:
• Support the Regional CFO and CEO in monitoring and reporting regional business performance for the board.
• Provide the regional senior management team with critical management information and analysis necessary for the smooth operation
of regional businesses; Revenues of $1.8b; Opex $600m and Capex of $260m .
• Develop the required building blocks (systems / people / process) to create a baseline in each of our five business areas.
• Support the enhancement and transformation of regional and local financial systems.
• Support the Business Units (BU’s) CFO community and CEO’s with the necessary guidelines, tools and training to ensure maximum
efficiencies are gained. Review and advise on all business proposals both capex and acquisitions.
• Deliver the regional Annual Operating Plan, 5yr Plan and other reporting cycles in a timely and effective manner.
Some of my key achievements were:
• Propose and implement reductions in regional costs by 30% yr on yr while improving the effectiveness of the cost base.
• Critically analyse the performance of the region’s business units and product portfolio and produce insightful summary presentations
of a quality suitable for Board external stakeholder presentations.
• Key active member of the monthly reviews with the regional functional teams, BU’s, HQ, CFO and CEO
• Provide active decision support (commercial & controls) to the CEO, CFO, Regional Leaders and BU’s.
• Drive and lead the development of standardised systems and processes aimed at improving financial and management reporting across
the region - including checks Internal controls with SWAT teams.
• Provide guidance and assistance in the development and maintenance of new accounting and control systems.
• Lead and drive the project coordinating the implementation of working day one close throughout the Region.
• Drive the high performance incentive program with collaboration in mind (ebitda & repatriation - with many conflicting challenges of
different stakeholders who have conflicting interests)
Reporting to the FP&A director part of a newly established Global Business planning team, coordinating and consolidation of the global
business planning process and £800m restructuring.
• Interaction with the Regional Finance teams and the Global reporting teams. Preparing presentations for the regional leadership.
• Support the Operationalisation of the Financial Plan into a Business Plan.
• Prepared regular reviews and analysis for the Board of Cable & Wireless Global and PLC, and set up the financial and business input
to a strategic quarterly review report and other ad hoc analysis for several business areas.
• Key SAP BW user in product profitability reporting.
As team leader and the key point of contact for Global Account Management (GAM) in the Financial Planning team of 4, I was
responsible for providing support for the GAM Sales organisation and measure performance of the group against planned targets.
As the key point of contact for all financial data at Drinks Group I had been exposed to a steep learning curve. The key responsibilities
were to ensure the period and ad hoc management presentations were delivered on time along with timely close of the month end. By
getting support from cross-divisional activities, we as a team ensured that all processes ran efficiently to meet critical deadlines. Ensuring
that all corporate reports are completed on time and reducing reporting time from 15 days to 5 days. Provide Expert Support as the super
user to SAP customers with hands on training.
Langdon 6th form: A’Levels: Economics, Mathematics, Chemistry (1992):
Langdon 6th form: A’Levels: Economics, Mathematics, Chemistry (1992):