Group CEO
alkan group
Total years of experience :34 years, 7 Months
Taking the lead role for restructuring the biggest part of the group after relieving the top management, the risk brought up by such move were assessed and actions were taken to mitigate them, I had to draw the right balance between the business disturbance and the changes required.
The focus on control and control environment was the priority in the same time satisfying the cash needs of the operation was a big challenge at the start.
I was exposed to the following industries; Automotive, Tourism, Information technology, Telecommunication, Geographical intelligent System, GSM infrastructure deploying and maintenance, Yarn manufacturing, Aviation private jet chartering and private jet maintenance, Cotton export, Agriculture, Real estate development and construction. The group has 6000 employee and overall revenue exceeding 20 B EGP. It is worth mentioning the international foot print of the group with 17 legal establishments outside Egypt.
Working closely with members of management team in different companies in the group I participated in defining strategic goals, business and operational plans, monitoring progress and provide guidance in implementation.
Passing through the turbulent time after the Egyptian revolution, in my CFO capacity I have to recognize those threats, put the necessary measures throughout the organization to mitigate them and in some cases create new opportunities, Those threats manifested themselves in different ways from activity decline, currency devaluation, liquidity squeeze, changes in laws and high interest rate, all the above with their implications in terms of bottom line profitability, liquidity and overall economic health
The actions taken varied with each company situation and vulnerability, to name a few, changes in the business model, redefine the go - to market strategy, restructuring and resizing, business process change and streamlining.
On top of my CFO responsibility I assumed accountability in difficult times for specific companies in the group and helped in turning them around, that was achieved through balance sheet optimization, shortening the cash Cycle, and cost base rationalization and in some case dealing with authorities
I have worked on some merger & acquisition opportunities leading and managing the process from valuation to negotiation including finalization steps from due diligence legal, Tax and finance to legal structure.
My experience also includes developing business models for existing business and new opportunities required by both investors & creditors. The role also required strong hands on treasury function, maintaining good relation with banks and enhancing credibility of the group.
CEO Alkan Nosseir; Unprecedented level of profit was delivered, by leading a talented team we become No. 2 in market share for cotton export. The continuing success in delivering outstanding results required high level of adaptability to match the ever-changing cotton dynamic market, I have built strong relation with international traders resulted in extended payment terms to help improve the cash cycle of the business. I have added the cotton import activity and grew it to 7% market share in the first year, I have .initiated Agriculture cotton plantation as an additional activity. In three year the revenue grew from 250m to 1B
CEO Alkan Air; In a niche cyclic business, the focus was to help the management build the annuity stream through building capacity, focus on partnership was key in growing the revenue 4 times in one year and build on previous work to produce bottom lime profit.
CEO Almatex; The key was to re-establish team work in the industrial environment, build a strong management team with emphasize on coordinating their efforts, that was followed by strengthening the planning department role especially as a coordination mechanism, Hiring expat to help addressing technical issues was necessary.
The target was to ensure 24/7 running of all machines in three factories in Sadat city free zone and a forth on Ameria, in the same time the policy to produce to order mandated continuous market effort. The strategy was to be visible in global related events and diversify our orders in take, additionally build good relation to achieve big continuous order to ensuring continuous running of the machines. Continuous investment in machinery to help improve the quality and productivity of the mill was done from self-generated cash.
Assistant Sub Governpr
Joining the management team of the central Bank of Egypt reporting to the governor represented new and bigger challenges. My responsibilities involve managing the Central Bank of Egypt Balance sheet EGP 500B with a special attention for the Egyptian international foreign reserves. The focus on strengthening the balance sheet resulted in major adjustment, the first time in the history of CBE. Moreover the two balance sheets for the central bank were combined in one for better reflection of the financial position and to be in line with other central banks. Improvement in internal control required working closely with both the external auditor and the central audit bureau. The extra effort around control was justified by the reputation risk that the organisation would suffer from an incident of control failure. Additionally, in 2009 the RTGS real time gross settlement was launched and the financial control infrastructure was set.
Define a new chart of account for CBE and prepare the ground work required for business transformation. In the heart of this business transformation was the implementation of a core banking system and financial integrated system platforms. I have represented CBE in the board of Agriculture Credit and Development Bank. I was assigned to represent CBE in Arab monetary fund, UBAF ECB and others.
The assignment in Austria involved three challenges: the first was the turnaround to profitability and positively contribute to the shareholder wealth. The turnaround required changes to be made in both the strategic and operational levels. Among those were changes in the business model and adopting a new investment approach to match the growth potential in line with the market. Structural changes had followed to shape the new organization around the new goals and in the same time cutting slack wherever possible. Traditional cost control and actions were also implemented. The second challenge was the implementation of SAP and retiring old system, obviously the system change mandated major changes in the administration and financial processes and change in management. The third challenge was the building of strong financial team equipped with the right skills and motivated to work as a team.
Throughout my new experience with the struggle and the glory of achievement a joint work was evolving together with the senior management team to shape a new culture for the company. The vision is to provide the foundation for sustainable results.
Deliver Turnover and Profit plan through trading in two countries Romania and Moldova. The set-up comprised of two legal entities and a representative office located in Dublin. We are operating in a hyperinflation economy where receivables and inventory management are key for profit achievement. We achieved significant year over year improvement, growth in business and reduction in all assets levels.
My responsibilities in Xerox Europe shared financial services in Dublin include:
Define and implement performance measurements and metrics for European shared financial processes.
Implement process simplification initiatives to support continuous improvement within shared financial services. This includes country migration to Dublin and Pre, Post SAP system implementation.
Pan European Customer satisfaction by capturing the voice of our customers, both internal and external, and strive to ensure that our people, products and services meet or exceed their expectations.
1999 - 2000 Leasing and Customer administration Manager Xerox Egypt
Restructuring the customer administration function to be in line with the sales coverage model increased the capacity of the group and improved employee satisfaction.
Process Reengineering and simplification was implemented to drive significant improvement in productivity.
1997-1998 Leasing Company Managing Director Xerox Egypt
Set up the legal framework, define and implement all business processes, systems and accounting in line with corporate policy guidelines and local legislation.
Negotiate with local authorities and define the legal contract.
Establish an understanding and acceptance for leasing requirements with key banks.
Involve heavily in negotiating deals and terms with customers to support the activity.
Manage activity growth and expansion; deliver revenue targets and outstanding results in other business indicators.
1994-1997 Financial planning and Analysis Manager Xerox Egypt
Analyse the company results provide senior management with management information to aid in decision-making. Define Budgets, Plans and Outlook, to match the strategic intent of the company. Deliver internal and external reporting. Introduce new programs, e.g. Zero Base Budgets, Headquarter move to another location, Buyout for minority partner. A member in a special task force, to define the required changes in structure and strategies to achieve revenue growth.
1992-1994 Service Analyst and planning Manager Xerox Egypt
Providing the service field force, with various analysis and measurements to support and enhance their performance.
Planning the service cost budget and by territories also introduces and design targets that helped the service department achieve its objectives.
Implementing best practices from Belgium that led to significant improvements in service productivity.
1991 Senior Service Engineer Xerox Egypt
Serving high volume copiers and printers, while focusing on delivering customer satisfaction and cost target.
1989-1990 System Analyst Xerox Egypt
Participate in launching laser printer products in Egypt. I worked with local and British companies, to provide Arabization and printer drivers. Pre and post sales support for sales team with focus on customer tailored solutions.
1987-1988 Service Engineer Xerox Egypt
Provide service for a broad range of products.
1986-1987 Project Manager El Mohandess Information System Egypt/Kuwait
I was responsible for analysis design and developing software systems.(Accounting, payroll and inventory for business environment).Supporting ICL in Kuwait, I helped in implementing Payroll system for the Armed Force.
Geophysical Field Engineer Schlumberger South East Asia
Wire line logging provided to drilling companies in Indonesia and other countries in South East Asia.
complete all levels professional level part 1 by June 2003 in Romania (1.1 preparing financial statements, 1.2 financial information for management, 1.3 manage people) professional level part 2 by December 2005 in Austria (2.1 information systems, 2.2 corporate and business law, 2.3 business taxation, 2.4 financial management and control, 2.5 financial reporting, 2.6 audit and internal review) professional level by December 2008 in Egypt (p1 professional accountant, p2 corporate reporting, p3 business analysis, p4 advanced financial management, advance performance management)