Nouman Munir

Leading finance organization of the fastest growing (GCC) business unit. Successfully led business & cultural transformation agenda “Steady the Ship”. Dexterously redesigned org structure of GCC finance to support newly implemented SAP environment. Led Balance Sheet cleansing project for complex group structure of 7 legal entities. Spearheaded customer reconciliations with key retailers and distributors. Hired & groomed diversified team citing business expansion & transformation requirements. Devised strong business processes under COSO compliant internal control environment.

Led “Revenue Management Agenda" for Pakistan snacks and Beverages business through developing competitor’s land scape and devising pack price strategy.
Achieved +20% Revenue growth YOY contributed $30MM (2011-2013). Independently led the launch of “Mirinda Powder” from strategizing launch plan, handling marketing campaign, devising Go to Market to In-Market execution stages.
Designed and Implemented “Planograms” for Vietnam, Thailand and Pakistan snacks. Explored Toll Manufacturing opportunities and devised commercial plan & financial feasibility to launch “Peanuts”. Developed trades spend management process to ensure & drive trade spend productivity.

Led business planning function, delivered Annual operating plan & forecasts, Investment & growth plan, Cash flow management, Planning submissions and Capex formation.

Developed Annual Operating Plan, quarterly forecasts and Monthly business reviews to achieve business operational objectives.

Led the process of Strategic planning for the business. Developed Capex for PC-50 Installation to enhance production capability of business. Worked with local players on tool manufacturing projects for FLP. Benchmarked FLP with Frito Lay Turkey and India foods and minimize cost of production through tapping localized seasoning solution.
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Developed effective team to support key business processes including Sales, Operations, Supply Chain & Marketing.

Led the Financial Controls, Financial Reporting & budgetary controls, Plant productivity & profitability. Implemented Internal Controls / processes under COSO frame work in FLP. Led the development, improvement and management of Oracle. Streamline Organizational Structure to ensuring strong controls. Prepared & implemented Control Remediation Plan. Established review mechanism and developed early warning system to detect non-compliance. Developed Brand P&L to provide insight to the management to develop business strategy. Hired, on boarded, groomed and trained entire plant finance team to support newly formed green field operations.

Led the finance agenda ensuring right level of control supporting business operations
•Designed and implemented an integrated multivariate costing model for the entire product range keeping special focus on snacks. Introduced Manufacturing Accounts for the first time in year 2002 which became basis for costing model. Prepared “Management Information Report” on monthly basis.
•Fund management for entire group companies. Supervised tax matters both Income Tax & Sales Tax. Coordinated with Internal Auditor to formulate policies strong internal controls. Statutory duties as Secretary to Provident Fund Trust including Audit of the fund.
•Restructure the new finance team post acquisition of Artal by K&N group. Hired and trained separate teams for Management reporting & budgeting.

Conducted VAT Audits under appointment of Securities & Exchange Commission of Pakistan. Led special investigations relating Modarba transactions of financial institutions