طوني ديب

Reporting to VP of Finance Middle East and Far East and Key Member of NOV steering committee that is setting up Legal entities, Joint Venture and business acquisition in Emerging Market from finance and operation perspective such as Saudi Arabia, Kuwait, Oman and Iraq

Direct Involvement in setting up manufacturing facilities oil and gas drilling and production operations, including oilfield services to the upstream oil and gas industry in Kingdom Of Saudi Arabia and Middle East to increase in Country Value;

- Part of the negotiating team that closed a high strategic JV setup with Saudi Aramco for Rig Manufacturing “ARM” with $ 300M investment and $ 5.5B Revenue in 10 Years on 500K sqm

- Engineer the finance and operation setup for NOV- Saudi Arabia Ltd Fiber Glass on 100K sqm with expected $ 100M revenue

- Downhole and Drill bits manufacturing facility operation since 2015 on 32K sqm and with an annual revenue of ~$ 100M

- Setup Service and oilfield services for aftermarket support In Saudi and Kuwait to support for $190M annual revenue

Heading up all ERPs setup in the new established entities, Coach and lead the finance team to manage the integration and the consolidation of all Ledger/Business in multi-layers to comply with NOV SOX and Internal Controls.

EADS -GPT (SAR +/- 3B)
Reporting to CFO and supporting new projects from finance perspective: starting business idea to tender evaluation including capabilities and project milestones to revenue and cash projection. Running a full due diligence on acquisition strategy including review and approve potential investments taking into consideration future risk evaluation, contract negotiation, produce scenario analysis through complex financial modeling and completing investment appraisals (using DCF and NPV) Highlight risks opportunities to the CFO and Senior Managements

ACCOMPLISHMENTS
Heavily involved in the acquisition strategy from finance and commercial perspective related to turnkey power project for 30 sites nationwide based in ksa, project period 20 months, full finance responsibility including supplier negotiation with terms and conditions and risk evaluation. Including PL and cash flow project projection and follow revenue milestones and revenue recognition SAR 120M, Nationwide Fibre Optic network in Saudi Kingdom SAR 700M,
Heavily involved in evaluating the Technical Institution from civil details to teaching materials and equipment. Setting up the acquisition strategy to build state of Art Technical institution in Saudi Kingdom SAR 1.4 B, emphasis on sustainability and including setting up projects milestones taking into consideration revenue recognition as per IFRS
Heavily involved in acquisition strategy for building deployable army base to maximise best defense movable capabilities to protect armed forces in conflict zones. Phase 1 accomplished (SAR 850m) in Q2, 2012 and working on Phase 2

EastNets is engaged in the provision of confidential transaction solutions primarily for the financial, corporate and government sectors. EastNets has strategic presence in the Middle East, Europe and North America providing services to customers across 120 countries

Reporting to CEO, Consolidating EastNets finance reporting and presentation to the Board of Directors. Implementing new best in class finance procedures, cash flow and treasury management at the group and subsidiary level.
Review, improve and implement a new pricing strategy for EastNets products and Services. Implementing automations using ERP and CRM in addition to Actuate KPIs and Company’s scorecards implementation
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ACCOMPLISHMENTS
Provide financial insight into business performance and strategy
Cash management and controls and reporting, as well as arranging cash sweeps between group companies
Review and Amend Pricing Strategy for all EastNets Products and solution including new products.
Establish a pricing strategy and commission basis for Distributors and channel

Reporting to CFO - MEA and dotted line to Motorola EMEA based in UK. Facilitate and drive the financial strategy in MEA with clear focus on value creation taking into consideration business context, macroeconomic aspect, Motorola’ competencies and its products roadmap.
Drive the financial analysis and direction in the Bid & Quote process with focus on cycle time, process, revenue recognition, and margin and technology alignment. Focus on driving economic value in Motorola MEA.
ACCOMPLISHMENTS
Liaising with operators and account manager to propose added value telecom applications and software to enhance mobile coverage and introduce added value solution to enhance revenue per subscriber
Customer negotiation and contract approval from Finance perspective, New Contract signed more than $ 700M in one year in addition to re-order business.

Arabia Insurance Co - An insurance company with sales of US $150 million.
Re-organized the Finance Division of a 56 years old company’s system according to International Standards.
Managing the Accounting, Treasury, Budgeting and IT Departments. Supervise 10 branches spread throughout the Gulf countries.
ACCOMPLISHMENTS
Established a Management reports covering UAE and GCC branches. Participated in the new Budget report design in Head office
Re-organized the Finance Division’s departments and processes, of a 56 years old regional co. as per Head Office requirement
Implemented cash flow projection per branch per month to improve cash management
Improved the speed, consistency and accuracy of financial reporting for UAE and GCC Branches

Adidas Salomon Middle East - A multinational Trading Company in Sportswear & Equipment with sales of US $50 million.

Dubai Branch Regional Office for Arab Gulf Countries.
Responsible for all finance and control functions, including data processing.
Middle East Regional Office.
Responsible for the consolidation of financial results of the region: Five counties “ Lebanon, Cyprus, Egypt, Gulf countries”

ACCOMPLISHMENTS
Established a fully operated adidas Subsidiary in Dubai in 1997 and a fully operated adidas office in Jeddah United Kingdom of Saudi Arabia "adidas World of Sports limited" in 1998
Streamlined and enhanced the corporate budgeting process and made it the cornerstone upon which the Company’s operations are measured.
Implemented financial statement reporting by major product line. This enhanced decision - making and focused business managers’ attention on the “bottom line” for their products.
Helped adidas to strategise its business relation from B2B and B2C, such as implementing the Shop in Shop concept at first stage and Own adidas shop concept in GCC countries.