Opfikon, Zurich, Switzerland
A dedicated and professional senior Finance leader, with over fifteen years of experience in the Pharmaceutical industry. Proven ability to constantly challenge and improve existing processes and systems. Possessing excellent communication skills and having ability to communicate complicated finance issues with key business partners. Highly skilled in problem solving and consistently able to deliver results under pressure.
Leading the DMWL (Do More With Less) initiative across the fashion store segment.
Reporting to VP – GIO Finance, responsible for reporting of the legacy Novartis sites in the overall GSK Vaccines consolidation, including implementing GSK planning processes and accounting guidelines, 1 direct report. • Responsible for ensuring legacy Novartis sites included in GSK Vaccines management reporting system, via extensive mapping process, reallocation of cost for accounting guideline alignment, and manual intervention relating to opening Balance Sheet items • Leading process for accounting guidance in Temporary Service Agreement exit and Distribution switch, providing countries with guidelines to ensure smooth transition in accounts and no issues around intercompany profit transactions • Key member of GSK ERP implementation team, supporting the sites in alignment around P&L reporting and product costing in particular • Led India workstream to successful implementation of GSK SAP in only 5 months, managing the team
Reporting to CFO TechOps, responsible for vaccines COGS budget of >$900m and ~4000FTE. Leading the budget and strategic planning processes and various reporting improvement initiatives. • Led Global project to implement standard costing process for V&D • Key member and sole Global Finance contact for project “Beacon” allowing automated reporting from SAP to intranet portal for target letters • Interim CFO TechOps: Tasked with leading the Global TechOps Finance team (8 direct reports) for 9 months following departure of previous incumbent, improving transparency and delivery to targets. o Improved significantly monthly CEO reporting package, implementing KPI view that indicates quickly how the organisation is performing o Created new write off reporting view allowing far greater visibility of $100m annual write off, allowing numerous cuts of data and enabling management to focus on correct drivers o Implemented divisional “Profit Protection Plan”, holding back hiring and cutting consultancy and discretional spending - delivering ~$30m of cost savings in 2012 o Awarded CFO recognition award for performance in the ad-interim role • Interim Finance Director for Holly Springs site for 6 months, implementing costing process as site moved from start-up to manufacturing • Developed largely automated Quality reporting package, allowing Global Quality Head fast access to summary and detail information for organization
Reporting to CFO TechOps, responsible for COGS budget of >$800m and >3000FTE. • Delivered 2010 budget under exceptional circumstances working with Interim BPA Head TechOps despite impact of Global Flu Pandemic emergency • Provided financial support for Flu Pandemic (costings, forecasts, analysis of a constantly moving picture) • Streamlined period end Divisional COGS reporting and Latest Outlook process to deliver simple, easy to understand reporting • Increased automation in Global TechOps/Quality reporting allowing more detailed information to be delivered faster • Developed Toolkit allowing Budget 2011 to be prepared to appropriate level of reporting detail without SAP templates • Took ownership of Target letters from external consultants, improving/completing so that they were issued for 2011 – key driver of significant cost improvement initiative
Responsible for BPA function (including TechOps functional reporting, fixed asset ledger, projects totalling >$250m; participation in site leadership meetings; and responsibilities as below), led BPA team of 5 individuals, site cost budget >$200m. • Achieved significant cost reductions (>$10m) through rigorous cost control and various accounting adjustments • Implemented the TRS timesheet system in Liverpool TD department • Improved the Liverpool site reporting process to include more focused analysis on key cost drivers • Improved internal controls to deliver a satisfactory internal audit with no significant observations • Worked with Government Finance to collect grant funding from US HHS
Responsible for Management accounts department (management of SAP close process; ensuring completeness of COGS P&L postings, stocks, expenses, etc; managing US flu revenue process - circa $300m; headcount / cost centre budget planning; standard/average costing process), 2 direct reports, site cost budget >$200m. Implemented moving average costing system in order to conform to Chiron standards and SOX s404 controls.