Chief Financial & Commercial Officer (Strategic & Operational Turnaround Consultant)
iP2 Consulting, Inc. / Robert Half International
مجموع سنوات الخبرة :23 years, 8 أشهر
(Worked on the project of Best Buy, Superior Logistical Solutions, Dentsply Sirona Canada, Candyland, Fiat, Amreli Steels, SoCast, Synergy Corporation, Tri-State & Medical1st, Central Banking System, Ultra Pack / Kohat Cement, Abdullah Al-Qadri Hamadan, TexiTech, SynCom, FNC, ESSA Diagnostic Labs, IBL, Armstrong Dodge, Hyundai, Honda, Jeep, RAM, etc.)
• Achieved comprehensive results by developing Macroeconomic Correlation Tools considering NPLs and their impact on the overall economic health in the Emerging Markets.
• Accomplished multi-year double-digit growth scenarios, by building financial models, and road map for sales & marketing, reduction in production waste, timely and accurate reporting for the BoD.
• Increased cash by $2.7 million by analyzing future needs and deletion of non-essential services.
• Developed medical lab efficiency matrices based on Quality with Speed.
• With the merger of two entities, processed two (2) fiscal year ends in the span of a month.
• Envision strategies and implemented plan to meet corporate goals, integrating with Dash Boards, Review Meets, MBOs, Balance Scorecard, and Variance Analysis monitoring techniques.
• Ensured uptime offloaded the infrastructure maintenance costs by using off-site data centers.
• Converted physical infrastructure to virtual machines using Cloud Services resulting in improved operational efficiency and eliminating capital expenditures and management of fixed assets.
• Warranted integrity of process design by selecting robust and appropriate design and rolling-out of ERP-SAP, Microsoft Dynamics, Odoo, Fishbowl, etc. in conjunction with the business blueprints.
• Worked at SoCast to convert data, run testing and training schedules for SalesForce®, develop, workflow processes, custom approval components, and data validation tables by guiding the implementation team.
• Developed models to establish trends over 13 months, with mid-term forecasts, NOI, and FFO.
• Made recommendations for enhancements and modifications to improve performance, efficiency, internal business process, and reporting tools using SalesForce® at TexiTech®, PBS@ at Armstrong Dealerships.
• Developed accounting and management policies and procedures in consultation with external auditors with SOX compliance initiatives based on storage and safekeeping of all records.
• Assisted in creating budgets by using financial modeling techniques with the bottom-up approach and bridge financing to offset SR&ED funding to balance cash flow (sources & uses).
• Developed variance analysis methodology comparing last year performance, budgeted actuals, and sector-wise reporting modules using AC Neilson®, Bloomberg®, Financial Times®.
• Ensured data integrity for implementing Workday® financials, analyzed future needs, and deletion of non-essential services resulted in an annual saving of US $2.7 million at SynCom.
• Analyzed the development of market trend towards renewables and their impact vis-à-vis baseload.
Responsible for overall P&L Operations of $100 million auto parts manufacturing facility with 300 team members to align with a long-term strategy, while inculcating international best practices to streamline project initiation, development, & material sourcing process with 5 direct reports.
• Initiated and successfully completed the development of Engine Component Business within budget and within specified BoD timelines and handed over the project to operations.
• Ensured both financial and operational areas are in line with the governmental regulations.
• Achieved improvements in supply chain processes including just-in-time inventory to increase cash flow by half a million dollars to support the new business initiatives.
• Established internal controls by developing policies for inventory obsolescence, WIP, the forecast for finished goods, inventory reserves, cycle count, and periodic physical count procedures.
• Monitored inventory valuations, adjustments to cost of sale, and period-end reconciliations.
• Developed, reviewed, and reported compliance with HSE, Value and Ethical Standards
• Initiated market trend analysis to assess prevalent financial & economic environment, company’s market share, while super-imposing SWOT matrix.
• Analyzed and configured financial and HR data from legacy systems & mapped to SAP®.
Created short & long-term strategic projects for vertically integrated power utility. Hired, trained, and supervised over 100 members with 5 direct reports. Functional areas include financial planning, inventory management, operational effectiveness, and project financing. Turn around of a power utility from a profitability point of view as well as streamlining operations is a Case Study at B-Schools in North America.
• Successfully turned-around a loss-making entity ($217 million) to a profitable venture ($28 million) within 4 years by developing strategy and implementing generation & distribution projects.
• Secured funding of $800 million through a consortium of IFC (World Bank), ADB, and a syndicate of local financial institutes.
• Achieved revenue enhancement schemes up-gradation of facilities for transmitting power, substations, overhead & underground lines, resulting in 1.45% T&D loss reduction, amounting to $22 million over a 2-year period.
• Successfully created a transaction of US $360 million after due diligence with a private equity firm.
• Developed project feasibility and risk analysis reports on power generation and transmission.
• Envision strategies and implemented plan to meet corporate goals, integrating with Dash Boards, Review Meets, MBOs, Balance Scorecard, and Variance Analysis monitoring techniques.
• Supported the development and implementation strategies to meet corporate goals, integrating with Dash Boards, BPR, Review Meets, MBOs, Balance Scorecard monitoring techniques, HSE, and Quality Systems
• Negotiated with potential investors and other stakeholders both in foreign and domestic markets to explore merger and sale opportunities.
• Built rapport and represented the company at government forums namely: EDB, FBR, OGRA, etc.
• Established multi-year double-digit growth scenarios, help built financial models, and developed road map for strategic electricity sale, reduction in technical losses, considering economic parameters merit-based power generation, development of financing mechanism and enhancing the IT infrastructure, etc.
• Successfully rolled-out the Tariff Determination model for Bio-Gas Project for producing electricity and organic fertilizer involving anaerobic digester process using cow manure.
• Negotiated Power Purchase Agreements with National Transmission and Dispatch Company and other captive power producers adding 750 MW into the network.
Full P&L, Compliance, Strategy, and Supply Chain management responsibility for $200 million global subsidiaries of an international manufacturing firm producing high-quality electrical controls and factory automation equipment. Supervise 30+ employees and 7 direct reports, Reports to General Manager as well as President
• Streamlined Izumi reporting process; cut 21-day cycle to 6-day submission.
• Implemented Navision within timelines with data cleansing; 97.6% success rate.
• Enhanced cash flow of $3.3 million by reducing inventory to 40% and establishing material management resulting in doubling net profit and 300% increment in EBITDA.
• Established internal controls by developing policies for inventory obsolescence, WIP, inactive categories, bill of material, finished goods, inventory reserves, and periodic physical count.
• Streamlined operations and negotiating contracts by enhancing working capital to the tune of $150, 000/year.
• Developed accounting and management policies and procedures in consultation with external auditors.
• Reduced operational costs of $120, 000 annually by analyzing and auditing expenses.
• Developed reporting tools using Excel and established links to automatically connect cinemas with the Great Plain & Solomon Modules and designed reports for management decisions.
• Spearheaded the year-end processing reports; 940, 941, 944, T4, T4A, W-2, W-4, 1040, etc.