Global CFO – Services Supply Chain
NCR Corporation
Total years of experience :15 years, 5 Months
Hand-picked to lead turnaround of the Services Supply Chain BU whilst maintaining governance/independence standards. US$420M annual budget, US$530M inventory, and 24 international staff.
• Comprehensively transformed performance, dramatically improving the accuracy and response time of operational support by focusing on team technical capacity, positive culture change, and the implementation of BI Foundation as a stepping-stone to sustained improvement in reporting and analysis.
• Sponsored development of next-generation digital solutions providing competitive differentiation for NCR worldwide. Architected a dynamic and agile supply chain services BU, offering instantaneous modelling/scenario simulations, just-in-time inventory planning providing a US$80M cost benefit, and gold-standard financial planning & analysis.
• Designed & lead a Digital Transformation project to move to data-driven environment. Selectively recruited motivated tech-savvy analysts, teaming with Microsoft to lead by example in the marketplace and boosting engagement to consolidate collaboration and relationships with global operations.
• Teamed with the Supply Chain Vice President to assess financial performance, P&L, and inventory levels.
- Saved >US$60M with improved sales team costings and oversaw a >US$20M inventory reduction.
- Devised a global machine servicing strategy saving US$100M in 4 years
- Cut supply chain function finance staffing 15%.
- Supported a $150M global parts callout translating into US$5M warehousing cost savings.
- Spearheaded a robust repair insource vs outsource financial evaluation process offering $30M annual savings.
• Utilized BI/data analysis to restructure inventory reserves policies unlocking US$45M and improved modelling to lower the cost base US$5M and slash annual purchases US$30M.
• Navigated the impact of the Covid pandemic, supporting management with substantial spending reductions and valuable scenario simulation leading to approval of a US$1B bank borrowing facility.
• Maintained robust corporate governance during challenging times, delivering regular forecasts over 4 years with zero audit comments and acknowledgement of the accuracy and visibility of complex reserves calculations.
Addressed non-standard planning practices and substandard project analysis capacity. Reported to the Services Division Supply Chain Function CFO with the remit to formalize processes that streamlined global planning.
• Revamped financial structure and templated documentation, teaming with BU heads to create an activity roadmap crystallizing 99% financial forecasting accuracy over a 30-month period that generated >US$2M benefit.
• Reprieved the closure of internal repair centers with an improved financial analysis system that lowered costs US$20M and supported expansion of centers to multiple regions worldwide.
• Achieved US$500, 000 annual savings with improved freight analysis/forecasting and standardized country level reporting that was ultimately cascaded across corporate offices in 68 countries.
• Reduced monthly forecasting and reporting processing time from 3 days to 3 hours with standardization and revamped foreign exchange treatments, facilitating dissemination of management information at executive level.
• Redesigned annual planning processes to realize more effective information gathering that ultimately led to overachievement of the annual budget underpinned with a US$20M-US$30M reduction in expenses.
Appointed to manage the company investment appraisal process, supporting the Chief Executive Officer with financial presentations to the Board and leading a team of 3.
• Standardized financial presentations to the Board and tailored the chart of accounts offering improved transparency and enhanced reporting, budgeting, and planning.
• Adopted a balanced scorecard performance management system that delivered clarity on leadership team performance and facilitated Board enquiries regarding commercial outcomes.
• Benchmarked the organization to cross-industry performance evaluations and created an efficient investment appraisal system to expedite decision-making.
• Gained approval on several proposals for investment exceeding US$100M and laid the groundwork for exponential growth in Egyptian government projects, culminating in the largest IPO in Egyptian stock exchange history.
The below tasks and responsibilities were carried in the Oil & Gas sections of the business:
- Performing Investment Appraisal (Incremental economic evaluation) for investment approval decisions: Involves data collection from operational teams and assuring the quality of the data remodeling the available economic models and presenting the results.
- Post Investment appraisal: Involves data collection from financial books as well as operational teams and comparing the results with investment approval target.
- Supporting major project teams commercially: Includes analyzing contractual agreements and appraising different investment options.
- Ad-hock commercial support & Reports: Disputes with Egyptian Government oil industry regulator, operation optimization options, etc....
- Responsible of a Long Term Plan cycle; Involved
1. liaising with different teams (operations, subsurface, reserves, project) for preparing plan data-set assumptions and assuring plan strategic direction alignment.
2. Assuring the planning model
3. Data processing
4. Presenting and communicating plan results to different teams.
- Official Reserves submission: Involves preparing a special business case ( Production, Capex & Opex assumptions) and running economics for reserves net entailment and cessation of production year.
- Supported 2 farm-outs transactions.
- Interfaced regularly with finance & operations teams for monthly budget purposes.
Supported a project dedicated for establishing a new Joint Venture (JV) Company between BP Egypt and the Government of Egypt.
- Responsible of all commercially related issues, including:
1. Negotiations with the Government of Egypt
2. Formulating and transitioning the current contractual agreements that involve the concession in question
3. Management of Change Process: The project involves dealing with a newly established government regulator.
4. Designing Performance Management Process.
Overall graduation grade: Good
