Walid Mogharbel

Providing corporate financial consultancy services in treasury management, financial modeling, raising equity and debt capital, ERP implementation, development of internal control policies and procedures, corporate governance manuals, authority matrices.

Currently working with a $500+ million family office in the role of a Chief Audit Executive, implementing a portfolio management software solution, streamlining their work methodologies, and establishing internal control policies and procedures.

(A $500 million+ mixed use real estate developer with projects in Lebanon, Jordan and Saudi Arabia)
• Responsible for evaluating new real estate developments and overseeing the preparation of feasibility studies and financial models.
• Successfully arranged $30 million bank financing for a real estate project in Beirut and a $92.5 million shareholder buyout loan..
• Oversee financial and cost reporting for ongoing projects.

(An investment bank established in 2008 with a capital base of SR 425 million)
• Responsible for Finance, IT and Human Resource functions with 35 staff reporting to me. Primary focus on establishing systems, policies and financial reporting.
• Led the implementation of Microsoft Dynamics ERP and other dedicated software for asset management and wealth management services.
• Managed a corporate treasury portfolio of SR 350 million. Captured additional treasury income of more than SR 1 million monthly.
• Led the cost control effort throughout the company. Introduced new cost rationalization policies.
• Worked with international compensation consultants to introduce a world class reward structure for key executives covering fixed and incentive pay, profit sharing and stock option based compensation.

(A Freight Forwarding and Logistics Group based in Jeddah, KSA with annual turnover exceeding US$ 90 million and subsidiaries in US, Europe, MENA and Far East regions)
• Participated in evaluating two potential acquisitions. Analyzed due diligence reports issued by accounting firms on potential acquisitions and reported findings to CEO.
• Directed the consolidation of financial reports and year end accounts of operating companies and started the process of updating policies and procedures for the Group
• Set up a Group budgeting process
• Helped align performance pay with Group and shareholder objectives. Introduced profit sharing plans in some companies.

(A large trading concern with Turnover exceeding $50 million. Business covering Automotive, Home Appliances, Medical, Pharmaceutical, Tobacco, Telecom and Electromechanical industries.
• Overall responsibility for Finance and IT, leading a team of ten including a Head of Accounting and a Treasurer. One of my key responsibilities was to hedge the company’s purchasing costs against currency fluctuations as well as hedge the company’s liabilities against interest rate risk. I worked with international banks which marketed appropriate financial products for this purpose.
• Played a key role in re-defining the budgeting process and building it up from the department level. The process utilized an opportunity cost mechanism to charge various divisions for the cost of capital employed in their businesses. Performance plans were put in place to reward division managers for key metrics including financial and non-financial measures.