محمد فهيم

Leading the financial planning, analysis, and management reporting of the Group, with the reporting to Group CFO.
- Standardizing the financial planning and management reporting processes
- Selection and implementation of a financial planning and reporting tool for the Group
- IPO readiness for the Group and its entities

Managing the operational and strategic planning, analysis, and reporting of the Group, reporting to Group CFO.
Key roles and responsibilities include:
Financial Planning and Analysis
 Monthly and quarterly communication to the Steering Committee and the Board on Group’s performance
 Analysis of the businesses’ performance, identifying key issues and trends, and suggesting corrective actions
 Various focused analyses to support Executive Management’s decision making
 Strategic planning at the Group level, alongside helping the businesses on developing the projections
 Leading the valuation exercise of the Group companies, with annual updates
 Overseeing the annual planning process, including forms, timelines, reviews, and consolidation
 Partnering with IT for the optimum use of SAP Analytics Cloud
 Corporate finance support for Group’s M&A and bidding activities
Financial Controlling and Reporting
 Managing the detailed monthly management reporting of the Group and its companies
 Evaluating the financial reporting mechanism of the proposed and concluded M&A transactions
 Helping the financial control function on statutory reporting and regulatory matters (zakat, VAT and tax)
Key achievements are summarized below:
 Implementation of the Strategic Planning process in the Group
 Noticeable improvement in the forecast accuracy of the group companies

Managed the Group’s statutory financial reporting, external audits, FP&A, and management reporting, reporting to the Group CFO.
Key roles and responsibilities included:
Financial Planning and Analysis
 Compiling and managing the SAR 1.8 billion budget of the Group
 Quarterly rolling forecasts of Group’s financial performance, position, and cash flows
 Monthly management reporting, including financial analysis (revenue, profitability, working capital, cash flows)
 Providing insights to the management on business direction and financial performance
Financial Controlling and Reporting
 External financial reporting of the Group on International Financial Reporting Standards (IFRS) and regulatory framework
 Managing various stages of SOCPA to IFRS transition in the Group
 Handling annual audits and quarterly reviews by the external auditors
 Controlling the chart of accounts and accounting practices of the group companies
 Undertaken some projects for enhanced automation and efficient use of SAP
 Managed the centralized AP function during the 3-month temporary absence of the Financial Controller
Key achievements are summarized below:
 Successful transition of the Group’s reporting from SOCPA to IFRS
 Streamlining of accounting by SAP’s customized processes

Led the Financial Planning and Analysis (FP&A) and Accounting and Reporting functions, with the overall responsibility of FP&A, and financial reporting. Reported to Director Finance, and later to CEO.

Key roles and responsibilities included:
 Working closely with the executive management on strategy formulation, deployment and monitoring
 Supporting management with ad-hoc analysis on financial performance
 Developing and monitoring corporate and departmental budgets
 Managing product costing and standard pricing for the whole product portfolio
 Feasibility studies for and evaluations of various expansion and restructuring proposals
 Overseeing financial accounting and reporting, including the compilation of monthly management reporting pack
 Member of the steering committee for Oracle implementation, and supervising the financial modules
 Member of committees for HR policy formulation and cost rationalization

Key achievements are summarised below:
 Introduced budgeting process and controls at corporate and departmental levels
 Developed a comprehensive costing and pricing model for an annual tender (comprising over 50% of business), which resulted in awards of 10% higher profitability in two consecutive years
 Refined product costing methodology and got better pricing protocols implemented
 Supported the management and HR function in job-grading and standardization of benefits

MManaged financial modelling (project finance and decision support) projects, feasibility studies, business plans, financial due diligence, corporate valuations, financial restructuring, and other advisory services.
Major projects are listed below:
Project Finance Models / Feasibility Studies / Business Plans
 Financial model and transaction structuring for construction of a Dual Carriageway under PPP (US$80m project)
 Business plan for a food-manufacturer to induce foreign investment of US$30m
 Feasibility studies for:
 Agricultural-cum-industrial setups in six different states by a government agency (avg. project size US$40m)
 Fundraising by a private-sector hospital project (US$18m project)

Decision Support Models
 Costing of the complete range of medical services provided by a renowned hospital network
 Service costing model for a global IT and Geo-Tech service provider
 Coal pricing and power tariff determination model for a regulatory body
Valuation and Financial Due diligence
 Buy-side financial due diligence for acquisition of two internet service providers by a UAE-based telecom group
 Sell-side financial due diligence and deal structuring for a cement company
 Valuation of a group of companies in vehicle-tracking, financial and manpower services
Financial Restructuring
 Distressed corporate advisory to an FMCG company, including debt-settlement options and working capital management
 Financial restructuring of a steel-manufacturing company (US$46m project)
 Group restructuring and related consolidation workings for a diversified group of companies
Other Advisory Services
 Advisory to a renowned housing authority on the development of 10-year projections and optimal use of financial resources
 Consultation to a foreign parent for evaluation of possible divestment options in its subsidiary
 Analysis of the financial performance of a large textile company to advise a senior board member on key business decisions
 Advisory services for issuance of US$109m Global Depository Receipts (GDR) by a leading cement manufacturer

Supported General Manager Finance in the overall operation of the finance function. Apart from the practical experience of financial accounting, management reporting and budgeting, this experience helped my managerial skills.

Key responsibilities included:
 Monthly management reporting and review of monthly payroll
 Compliance with corporate and tax laws, including the filing of various returns
 Preparation of annual financial statements and liaison with external auditors
 Preparation of company’s annual budget
 Financial appraisals for new products

Worked as an Audit Trainee as part of mandatory training required for Chartered Accountancy. Participated at various levels of the team hierarchy and accordingly gained valuable knowledge and skills. This experience particularly provided a good command over financial accounting and reporting and induced teaming and deadline-meeting capabilities.
Major audit clients included The Hub Power Company Ltd., Indus Motor Co. Ltd., United Bank Ltd., Pakland Cement Ltd., Haroon Oils Ltd. and Dynea (Pakistan) Ltd.