Mohamed KHOUMANIA

Management of finance Dept, of the two companies representing Biobest Group in Morocco (Biobest Maroc and Biobetter Maroc
Implementation of internal control process in line with the best practice
Accounting: supervision of the accounting depart and helping the department member to reach their target;
Management control: supervision of the manufacturing cost calculation, implementation of costing process
In charge of the financial reporting and Forecast process

Set up of the finance team with the creation of an inhouse accounting department,
Implementation of internal control process in line with the best practice
Accounting: Set up and supervision of the accounting Process, Taxation process and return, collaboration with external advisors;
Internal control: implementation of the internal control process,
Treasury: Cash flow Planning, bank relationship management, credit control
Administrative: interaction with tax, legal and social authorities, in charge of the labor and payroll issue

Leadership and people management: In charge of the finance, IT and payroll, management of 8 persons in total, and preparing a succession plan for the all the departement;
Improvement of the net working capital. By the reduction of the inventories by 35% and improve our AR collection by 25%
Improvement of the monthly reporting to HQ: by reducing the timeline by 0.5 day and improving the quality of reporting in the first place, and the set up of a balance sheet reconciliation process;
Achievement of a better understanding of the business: implementation of the marrgin Analysis, by costumers, by products and by markets, which lead to a better improvement of the gross margin by 2%.
Reprensenting the company with the third parties: bank, external auditors, lawyer…
Member of the executive committee: in charge of the Ad hoc analysis, IT project, and general company strategy decision making (reduction of the costumers to the biggest and more profitable one which help to reduce hidden cost).
Achievement of a successful intergration with Parker Hannifin: In charge of succesfull integration with parker Hannifin group after clarcor acquisition in my geographical and fonctionel area (finance and IT).

Building the Finance Departement: step up from scratch of the finance department by recruiting two accountants and the set up of the internal control policies.
In hand with accounting and other financial activities: revenue management (in charge of revenue reconignation), set up of the financial planning and budgeting process,
Negociating with the third parties: securing a financing line with the banks (5.5% as market offer 5.8%), negociating the cost of auditing and reducing it by 15% from the first offer.

Set up of manufacuting and management accounting: implementing of the actual cost calculation and the validation of the standard costing; instauring a validation process concerning the usage of raw material; and instauring the KPI measurement for different process in the company which help to improve the purchasing & procurement (-5% of cost), improve the manufacturing process (+5% in productivity) and reduction of inventories (-20%);
Improvening the budget and forecasting process: implementation of a new budgeting process that help all the departments to come together and deliver the best picture of the future;
Managing the entire projects related to IT improvement: in charge of Microsoft Dynamics AX400 development in different area (supply chaine, finance…), leading the team of the implementation of Business Object.

Business improvement: leading the process of improvement of the lubricants business by the set up of a new way of doing the business, which improve the sales after only 4 months of business (+4.5% vs last year) and reducing the inventories by 12% vs last year.
Business controlling: improve the business reporting and consolidation process; down from 10 days to 6 days, improve the KPI board;
Internal Audit: set up a new canvas for operational and balance sheet reconcialiation

Cost Accounting: setup of the cost accounting, and the improvement of the standard costing, which help to reduce to gap between the two to only 4.5%
Reporting and Forcasting: improvement of the quality of reporting and reducing the time to match the group deadline by using the lean mangement tools;
SOX: Implementation of the internal control in accordance with the SOX guidline, and in setup of a periodic internal control process (for purchase, inventories, AR/AP …)
Margin improvement: building a margin analysis process to help the finance, sales team and management to have a better vision of the margin by product, by costumer and by production line, which help to make a decision related to restructuring and costumer relationship.

SOX: implementation of the internal control system in line with the SOX guideline, and redaction of policy manual; and implementation of risk analysis map for the business;
Forcast and Budget: in charge of the forecasting an Budgeting process and their improvement with result the reduction of the gap between the actual and the planning;(the gap at the beginning was 17% reduced to 9%);
Project controlling: the revenue recognition of different project in hand, with the implementation of a project review monthly for the biggest project and quarterly for the others;
Internal reporting revamping: implementation of an internal reporting issued for the general manager, with income statement by business unit that help him to have a better understanding of the business and making decision to improve the BU EBIT.
Supporting the accounting departement: in his relationship with the external auditors, tax authorities;
Cash Management: in charge of the cash management, during this period I turned the bank account from a negative balance to a positive one;
ERP Implementation: project manager for the ERP implementation in a challenging time (less than 16 months),