Laith Maddur

Europe FP&A lead at MoneyGram

• Germany - Frankfurt am Main
• My current job since December 2018

Finance Manager, Global Product Management at TE Connectivity

• Germany
• November 2015 to July 2016

 Finance business partner to the Global Product Management Leader for Automation & Control (A&C) on all financial and business matters collaborating closely with Global Product Line Manager, Regional Product Managers and the A&C leadership team to maximize profitability.
 Financial ownership for Products Approval Committee (PAC) projects and overall portfolio management.
 Created and managed the A&C Product Line P&Ls including margin improvement (pricing, cost-out activities).
 Financial ownership for the Engineering and Project Management Org (PMO) OPEX planning and reporting, annual CAPEX planning and reporting and the annual update of the 5 year Strategy Plan.
 Coordinated the annual product costing process between PM, Industrial finance and the plants.
 Supported Product Management on business case development

Sales Controller, EMEA at Robert Bosch GmbH

• Germany
• November 2012 to October 2015

 Entrusted with maximizing value creation and providing insightful and actionable financial analysis for all sales products lines and regions.
 Reported monthly analyses of actual performance vs plan and prior year, explaining all significant variances in volume, revenue and spend, enabling management to make appropriate decisions in its turnaround efforts.
 Analyzed new business opportunities financially and ensured alignment with business objectives.
 Responsible for supporting the sales team with trend analyses and outlook reporting.
 Acted as lead contact for the sales organization for guidance and support on sales initiatives, customer contract reviews, product line analysis, and customer profitability.
 Converted 6 legal entities, comprising 10 Hyperion strips, 5 ERP systems, and 7 European locations, from US GAAP to IFRS within 3 weeks past acquisition date; the conversion included 2012 monthly actuals and 2013 strategic plan for a detailed P&L and balance sheet, including cash flow.
 Created a standardized monthly reporting package to the EMEA leadership including detailed variance analysis (i.e. current year vs. prior year vs. plan) by region, country and line of business, enabling management to steer the business into more profitable state.
 Managed and lead the bad debt reduction initiative, while overseeing a group of account receivable specialists resulting in a 5% bad debt reduction within 12 months.
 Implemented Bosch reporting packages for all units and achieved on-time reporting in month two after acquisition date.

Senior Financial Analyst at Bosch Automotive Service Solutions

• Germany
• November 2010 to November 2012

 Produced trend analyses and prepared annual strategic plans and budget presentations to ensure business trends are followed and reasonability of monthly timing is present, providing direction to the units related to allocations and changes in business environment.
 Analyzed proposed business opportunities and projects and other pending decisions to improve profitability leading to gross margin improvement of 5%.
 Implemented a forecasting process for the sales organization resulting in accurate and quick turnaround for the Monthly Financial Reporting.
 Designed and implemented EMEA wide credit limit policy and customer collection process.

Finance Manager, EMEA at Federal Mogul Corporation

• Germany
• June 2005 to October 2010

 Produced financial analyses, cost reduction strategies, and business plans to support corporate objectives and revenue growth.
 Prepared companywide budgets and forecasts and analyzed monthly department performance against previous year and budget.
 Consolidated and reported actual global results, including involvement in closing process; global budgeting, forecasting, and variance analysis; sales reporting and analysis and balance sheet analysis.
 Completed 3 years’ finance leadership rotation spanning USA (Michigan 2005), EU (Germany 2006) & Asia (India 2007).
 Restructured the Indian operations Management Incentive Policy linking it with the plant, company and employee performances saving the company $250K annually.
 Lowered costs of plants by 20% through centralizing departmental R&D cost budget and developing a cost structure to handle cost recharge process between R&D and plants.
 Achieved $500K in annual savings by implementing technology and brand royalty agreement between plants.
 Increased company contribution margin by identifying non-lucrative products in the India branch portfolio, effectively supporting sales team.
 Saved $1.5 million annually by standardizing company printer formats and negotiating new lease prices.
 Developed new reporting and analytical tools to improve the efficiency and effectiveness of operating plants

Senior Consultant at MSCI, Inc.

• United States - New York - New York
• August 2000 to April 2002

 Supported MSCI Barra's territorial clients based on client type and region. Identified opportunities for additional revenue generation and worked with account management to close the sale. Presented to clients at risk of cancelling services and found solutions to retain their business.
 Generated additional $1 million in software sales.
 Collaborated internally with Research, Product Development and Client Services to identify solutions for clients, utilizing multiple regression statistics and modern portfolio theory.