Head Of Finance And Administration
RCREEE
مجموع سنوات الخبرة :22 years, 4 أشهر
RCREEE is the technical arm of the League of Arab States in field of renewable energy projects with EU, WB and UNIDO .
Responsible for the organization overall Finance, HR, Procurement and IT Functions.
Consistently sought opportunities to accelerate growth and help the company optimize profitability despite rising competition and oil market downturn. Reversed declining revenue streams by implementing cost-mitigating strategies for best-in-class financial management and controls.
Business growth and expansion. Identified and developed new revenue pipeline by extending business opportunity through the development and negotiation of a rental agreement (manpower and equipment) with a national oil company.
― Defined and presented a business case to internal stakeholders, working alongside with CEO and CFO to analyze feasibility, risks, and returns. Gained buy-in to take the company into a new direction for the first time.
― Won a $200M bid with the opportunity to generate $450M ($0.5B) in over the next 15 years, providing ongoing project revenue. Assumed leadership of critical project and international team, instrumental in the success of the company.
Organization-wide restructuring. Created a leaner organization and netted $2M within one year, $3M by the second year. Built the company's first restructuring strategy rationalizing talent for maximum impact, optimizing staff performance, and designing HR strategy programs (retirement plans, consolidations, headcount reductions, facility shutdowns).
Operations optimization and cost reduction. Paired efforts with CEO as a finance-operations integrator and delivered $2M in operating savings by overhauling processes, procedures, and daily activities in the Industrial & Energy division.
Technology utilization and efficiency. Introduced CRM system to exploit opportunities. Presented value to a conservative group and succeeded in gaining buy-in; headed the implementation of a new CRM system and process through a complete cycle.
Organizational culture change. Established and executed a shared services strategy for implementation across several departments; Finance, IT, and the HR department. The first in the company’s history.
Progressed from senior financial controller (2015 to 2016), in charge of finance, accounting, and commercial services for a $250M machinery division across the GCC region. Performed financial analysis and paired efforts with the EGM in defining corporate strategy.
Recruited by the CFO to capitalize on growth opportunities. Solidified financial unit, creating a world-class financial organization from staff hiring and training to the implementation of technology and financial operations, to financial strategies (forecasting market and business, data analytics tools, processes, and procedures). Delivered turnaround that right-sized profitability.
Team building & mentoring. Built a high-performing cross-functional team in charge of global pricing, data analytics, budgeting, costing, revenue forecasting and M&A functions for a $700M division.
Optimization of financial operations. Gained competitive advantage and value creation by delivering quantitative/qualitative improvements by introducing revenue-optimizing strategies.
─ Increased forecasting accuracy from +/- 12% to within 3%, gaining clarity on division-wide activities, critical to making pricing adjustment for better market success.
─ Improved profit margins from 2% to 12%. Developed a strategic approach, putting in place new policies and SOPs for global pricing in response to market dynamics enabling seamless interaction among Operations, Sales & Marketing, and Finance.
Strategic turnaround. Sparked profit growth after a long period of underperformance, delivering against fiscal requirements. Leveraged business acumen and analytics to track expenses and to cut cost by $25M.
Revenue growth. Developed robust financial models that served instrumentally during multi-million-dollar negotiations and the cemented strategic partnership with a critical impact on manufacturing quality and costs—won a $50M multi-year pharma deal.
Business forecasting. Led strategic planning with CEO/CFO as part of annual strategy process. Headed annual profit forecasting for $1.5B, transitioned forecasting ownership to SVP/ managers
• Served a pivotal leadership role overseeing all planning, tracking, recording and reporting of sales compensation for entire global sales organization in compliance with SOX regulatory requirements. Developed budgets, process deadlines/deliverables.
• Surpassed sales plans by 5-10% year over year and helped turn business around by consolidating global sales reporting for all regions enabling Sr. Sales Director and VP to track sales performance and develop accurate productivity metrics.
• Contributed to new business development in US/EU and Asia-Pacific regions by assisting sales team with annual territory planning to identify sales opportunities and provide information on potential clients’ funding levels.
• Achieved profitability, turning business around and eliminating losses over several years, by performing monthly analyses to determine profitability drivers, conducting pricing review sessions and implementing corrective actions.
• Secured highly-profitable client contracts as member of team that created client profile database of attributes using systematic approach to determine clients’ financial needs and provide a tool enabling successful negotiations and deal-making.
• Saved $1 MM in first year of managing P&L for global sales/client services teams by ensuring they operated at or below budget and by negotiating cost-effective vendor contracts. Developed sales team recruiting models.
• Established fastest growing and most profitable Covance division by building business foundation and managing entire business, including creation of financial processes and SOPs (still in use). Served as Controller/performed month-end closings.
• Doubled revenue in first year of newly created clinical division as right-hand man for Global VP/GM and member of executive operating committee charged with developing 5-year strategic plan and initiatives to grow business.
• Ensured competitive pricing and improved critical decision-making for development of client contracts using Excel to build costing and pricing tools for newly-developed products. Participated in budgeting process.
• Elevated financial and operational performance by traveling domestically and internationally meeting with 30% of clients to introduce new services. Made presentations to Board Chairman and CFO to secure funding for division. Hired staff.
• Employed best practices as SME gathering requirements and selecting reporting and analytical tool for new data warehouse system project, completed on time/within budget. Traveled globally to complete UAT and train FP&A teams.
• Demonstrated outstanding leadership skills as Lead Project Manager for ERP implementation, directing all documentation, requirements gathering, testing, data conversion and training. Served as Controller/worked with units on system utilization.
• Recognized for achievement with multiple awards, including Rising Star Award, for leading unit through all processes for successful implementation of ERP (PeopleSoft) system, completed on time/within budget. Worked 75-hour weeks.
• Promoted to Lead Financial Analyst and improved efficiency and profitability by developing 11 financial models and forecasts (for AP/AR, purchasing, budgets, contracts, GL), implementing profitability/pricing tool and managing global FDA initiative.
• Utilized strong accounting skills performing GL and period-end closings, as well as preparing monthly financial reports, quarterly SEC schedules and account reconciliations. Monitored expenses, accruals, allocations and made journal entries.
• Preserved clients’ financial integrity by performing audits, financial statement reviews and compilations. Reconciled bank accounts, petty cash accounts and operating cash accounts. Prepared corporate and state tax returns.