Chief Financial Officer
Sanipex Group
Total years of experience :36 years, 5 Months
A $50M British-owned, 280-employee private company headquartered in Dubai supplying high-end bathroom furniture and sanitary ware to the Gulf, Europe and Australasia. Group Director responsible for Finance, Post-Sales, Legal and HR departments.
Increased credibility of Finance by established financial reporting to International Accounting Standards. Cleaned up balance sheet and drove new internal control policies and procedures, particularly revenue recognition and working capital management
Improved monthly reporting cycle and processes, reducing to 3 days from 8 days
Introduced budgeting, forecasting and accurate management information, variance and trend reporting. Introduced KPI measurement. Grew Net Profit to 10%
Increased people productivity - re-structured Finance and Post Sales departments to meet demands of the business, implemented process productivity improvements that kept headcount flat while business grew +15%
Audited contracts with suppliers and clients to regain control and minimize risk
Streamlined order fulfillment cycle to accelerate supply chain
Drove financial analyses and projects to assess and execute new country/market opportunities with divisional directors
Vastly improved cash flow utilisation. Rich experience of Treasury management, funding negotiations, LCs, CIL/LATRs
Opened companies in UK, Oman and Hong Kong
Created new HR policies, Employee handbook, hiring and training programmes
Prepared company for IPO
Led directors to improve governance and compliance
Non-Executive Director and Chair of Audit
Board member for £1.2Bn Trust commissioning healthcare for 780, 000 people of West Sussex
Re-invigorated the Audit and Assurance Committee with new charter and authority
Accelerated accountability of contracts with health service-providing groups
Independent director of Crawley GP consortium
World’s leader in the design and production of cancer treatment systems (radiation therapy). Headquartered in California, FY10 sales were $2.5Bn with 5300+ people at 79 sites. Reporting to the V.P. of Worldwide Operations and responsible for the 240 employee U.K. subsidiary, selling locally and to VMS Inc. FY10 U.K. total revenues were £230M.
Won lion’s share of UK cancer plan radiotherapy equipment orders
Won the right to develop and manufacture two major new products in the U.K. with immediate worldwide success of £57M p.a.
Initiated aggressive product cost reductions across all products, saving $5M p.a.
Outsourced supply chain to East European and Chinese suppliers saving $2M p.a.
Drove ‘lean’ methodology into DNA of the company, both in factory processes and in the back-room. Developed key supplier clusters to engage ‘lean’ into their companies
M&A activity: Led cross-functional team to quickly integrate Proton Therapy firm
Prepared company for successful USA, Chinese and BSI Drug Administration audits
Introduced Quality review teams - won numerous Quality plaudits and Green Awards
Proven ability to communicate at all levels in the company. Focus on improving the soft skills as well as technical skills.
Revenues $250M. Employees 220
World-leading of software and CGI tools for the broadcast, TV and movie industries.
Revenues $5Bn. Employees 4000
No.1 capital equipment supplier to the semiconductor industry.
UK Revenues £1.6Bn Employees 6600
Won 15th place in Dubai SME competition (out of 3, 000 entries)
Revenue growth: Transformed performance of $200M medical technology company by driving revenue growth of 12% p.a. through new products and sales channels
New product development: Integrated hardware and software engineering teams to improve time-to-market for two new cancer treatment products $20m pa
Pursued higher-margin own-label products in bathroom industry, grew GM from 35% to 58%
Turnaround: Identified issues and executed remedial strategies at two companies through improved working capital management, supply chain improvement, and market development
Returned a Gulf company to sustained profitability, from break-even to 10% Net Profit in three years.
Strengthened balance sheets at all companies
M&A: Identified targets for European acquisition and responsible for due diligence and subsequent integration of $50M German Proton Therapy company
Cleaned up finances of three companies as preparation for sale
ERP Implementation: Installed several versions of SAP and Microsoft AX. Led Europe in implementing SAP ERP in a $3Bn US multinational, gaining significant process improvements
Selection, specification and workshopped implementation of Microsoft AX ERP
Cost reduction: Driven lean philosophy into DNA of companies. Outsourced to lower cost countries, Rumania and China
Organisational Development: Introduced people development plans, standardized training across management grades, reorganised departments to better support business drivers, mentored junior staff to attain career goals
Corporate Governance: Improved standards of compliance and attained clean audits for regulatory medical and financial bodies, US/UK GAAP, IFRS, ISO
Non-executive directorships: West Sussex NHS Trust non-exec and Chair of Audit Committee. Independent Director of local GP Group
External relationships: Personal high credibility with banks, auditors and external partners
