نعمان خالد

• Spearheaded the legal and financial restructuring of Cleanco Trading, implementing a new holding structure.
• Negotiated AED 154M in new funded and non-funded facilities, enhancing financial stability.
• Drove turnaround strategies for loss-making projects, resulting in significant operational improvements.
• Achieved AED 10M in annualized savings through targeted cost-saving initiatives across the group.
• Leading implementation of Oracle Net Suite across the group to have one ERP system.

• Led finance team to reduce share capital (completed) and right issue (still under process) and led finance team for finance and legal due diligence.
• Worked with a consultant on the feasibility of using funds after the right issue. Member of the reduction in capital and right issue committee.
• Implemented a 13-week cash flow process for KSA, UAE, and as a group with the help of Alix Partners and implemented a weekly cash committee with stakeholders for UAE and KSA, turning around negative cash forecasts into positive for the foreseeable future.
• Arranged project finance facilities of around SAR 400M, both funded and non-funded.
• Led on proposals of mega projects NEOM, The Red Sea Development Project, EXPO, Royal Commission of Al Ulla, etc., and set up project committees from the finance department, once awarded.
• Negotiated and completed divestment in Red Sea PNG. Member of CEO search committee.

• Regular participant of Audit Committee and Board. In different capacities as Group Financial Controller or Acting CFO.
• Led finance team for reduction of share capital (completed), merger with First Fix (completed) and led finance team for finance and legal
due diligence.
• Worked with a consultant on the feasibility of utilization of funds after the right issue. Member of the reduction in capital and right issue
committee.
• Implemented a 13-week cash flow process for KSA, UAE and as a group with the help of Alix Partners and implemented a weekly cash
committee with stakeholders for UAE and KSA resulting in turning around negative cash forecasts into positive for the foreseeable future.
• Arranged project finance facilities of around SAR 400M both funded and non-funded.
• Led on proposals of mega projects NEOM, The Red Sea Development Project, EXPO, Royal Commission of Al Ulla, etc., and set up
their project committees from finance department, as well once awarded.
• Negotiated and completed divestment in Red Sea PNG.

• Directly reporting to the Chairman.
• Actively involved in restructuring US $ 0.95 B syndicate and bilateral debt. Developed and implemented 13 weeks cash flow forecast.
Prepared long-term forecast models of the entities in the group.
• Developed and implemented various accounting and a few operational policies for the group entities.
• Turned around Al Madar AFM from a loss of US $ 0.27 M per month approximately to a breakeven situation in 4 months time. Stabilized
relations with the client (SABIC) and vendors.
• Carried out CVP analysis by segment for the affordable accommodation, catering, and laundry businesses and minimized costs by 20% per
month.
• Implemented various daily and weekly reports for effective cash flow management across the group.

• Led and restructured centralized accounting function for Automotive Importer Distributor, Real Estate, Vehicle Leasing, Industrial Developments, and a few BUs of Hospitality (5 ERPs and 11 different companies).
• Implemented plans to identify and remove skill and qualifications gaps within the finance team. Enhanced roles of my direct reports, which helped retain the high-performance workforce in critical positions and implement effective succession planning.
• Led review, development, and implementation of DOA at a cross-functional level. Developed 22 different SOPs.
• Steered business process re-engineering BPR exercise for the finance department and implemented RPAs (Bank Recons, Inventory, and Incentives).
• Led ERP implementations, Financial System implementation. Further, led the evaluation and the selection and was actively involved in implementing of the Treasury Management System (TMS) and Property Management System (PMS).
• Set up a VAT function within the accounting function, led and oversaw transaction mapping exercise for the group, and suggested solutions considering VAT law and executive regulations.
• IFRS compliance and implementation. Policies, procedures, and SOPs development. IFRS 15 & 9 implementation.
• Successfully implemented a new credit policy across the group catering to 2, 500 customers and US$ 150 M worth of receivables.

• Regular participant of Board meetings and advisor to the Chairman and member of different committees.
• Led and restructured centralized accounting function for Automotive Retailer, Importer, Distributor, Real Estate, Vehicle Leasing,
Industrial Developments, and a few BUs of Hospitality (5 ERPs and 11 different companies).
• Implemented plans for the identification and removal of skill and qualifications gaps within the finance team. Enhanced roles of my direct
reports which helped in retaining the high-performance workforce in critical positions and in implementing effective succession planning.
• Led review, development, and implementation of DOA at a cross-functional level. Developed 22 different SOPs.
• Steered business process re-engineering BPR exercise for the finance department and implemented RPAs (Bank Recons, Inventory, and
Incentives).
• Led ERP implementations, Financial System implementation. Further, led the evaluation, and the selection and was actively involved in
the implementation of the Treasury Management System (TMS) and Property Management System (PMS).
• Set up a VAT function within the accounting function, led and oversaw transaction mapping exercise for the group, and suggested solutions
considering VAT law and executive regulations.
• IFRS compliance and implementation. Policies, procedures, and SOPs development. IFRS 15 & 9 implementation.
• Successfully implemented a new credit policy across the group catering to 2, 500 customers and US$ 150 M worth of receivables.

• Led a comprehensive review of account receivable balance reconciliations and renegotiation of contracts with them which resulted in a
decrease of their receivable balances from US$ 52 million to under US$ 26 million at Hyundai Group.
• Successfully re-negotiated credit facilities with the principal for increasing the limit from $60M to $138M at Jaguar Land Rover Division.
• Actively involved in project committee for design, construction, and commissioning of 3 large 3S projects and 2 small multi-brand facilities
worth $ 75 million for JLR. Further, prepared feasibility studies for new showrooms in Riyadh, Khobar, and Motorrad BMW.
• Carried out detailed CVP and gross margin analysis by location and segment for JLR and BMW. Finalized yearly and strategic Corporate
Business Plans based on the inputs from various functions for both JLR and BMW.
• Led Autoline implementation, post-implementation review and validation for different automotive divisions.
• Automated training, marketing, and Capex workflow through SharePoint for actual vs budget control. Led implementation of Autoline
and migrations from AS400 and SAP to Autoline system for HPV.
• Led the design of a unified chart of account and reporting structure for the automotive group for BPC for JLR, BMW, and HPV.
• Led development of automotive group-wide new credit policy and limits by customer and sector. Developed and implemented policies
regarding revenue recognition, fixed assets, inventory, cash cycle counts and credit control framework.
• Developed and implemented policies relating to deposit refunds to mitigate risks and gaps identified in audit findings within the allocated
time frame for BMW.
• Led a comprehensive system and process review on inventory ordering, identified risk, and implemented corrective actions to mitigate risks
for Hyundai HPV.
• Carried out Gap analysis and process changes to comply with Ministry of Commerce and Industry Rules for the whole automotive sector.

• Established banking relations from scratch and arranged funded and non-funded facilities for new greenfield PET pre-form and bottle
manufacturing unit situated at Sundar Industrial Estate, Lahore, and for import of scrap and other metal raw materials for steel manufacturing
and trading unit to the tune of RS 25M.
• Developed and implemented financial, internal control framework, and proper financial statement closing process for the whole group
within the first 6 months at the group.
• Conducted a cost-benefit and marginal costing analysis of loss-leading products and automated the preparation of quantitative cost accounts
thus improving GP by 5%.