Cracow Metropolitan Area
I have 12 years of experience as a Leader and Manager of Finance Teams in 4 different organizations. I had an opportunity to work with and build multicultural teams, support top EMEA Management as a Finance Partner, participate in strategic decision-making processes, and to develop my skills during acquisitions or managing finance redesign corporate project. Along the progress of my financial career I became a CIMA member in 2015. I am always welcoming new challenges.
Responsible for FP&A, Revenue Operations, Procurement. Acting CFO for contacts with 3rd party representatives, banks, and owners.
Responsibilities: - Setting and implementing strategy in Finance and Accounting - Innovating and redesigning Operational models improving efficiency and optimizing costs - Advising SLT of 9 Business groups, more than 70 companies, leading FP&A and Acquisition teams - Leading Acquisitions projects, from due diligence until successful integrations with our operating teams Achievements: - Built, mentored, trained a world-class multicultural team of skilled Finance professionals - Developed a WorkForce solution for customers that allowed control over staffing costs - Successful closure of 4 acquisition projects - Redesigned O2C delivery workflow, improving quality while increasing productivity by 25%
Responsibilities: - Finance Partner to EMEA VP and General Manager, controlling Commercial Performance and Finance for 144 countries through 25 Legal Entities utilizing 450+ HC and 30+ dealers - Member of EMEA Lead Team, directing, implementing and coordinating with cross-functional units at Senior Level (Sales, Service, Marketing, Operations, HR, IT, etc.) - Responsible for day-to-day work of EMEA FP&A, managing team of 5 - Corporate Finance point of contact for EMEA: owner of Budget and Strategic Planning, driving forecasts, reporting performance and safeguarding governance Achievements: - Creation of new Lead to PO process for EMEA that allowed full accountability tracking and improved forecasting, later implemented in Americas and APAC territories - Implementation of new management hierarchy along with aligning cost structure and processes allowed introduction of new performance metrics (like channel efficiency or teams benchmarking) that was essential in decisions-making and lead to achieving 5% OG in 2018
Project scope: global optimization and alignment for USGAAP and managerial reporting Responsibilities: - Leading the project team in EMEA, which consisted of 30 facility and 5 territory controllers - Facilitate communication, gathering requirements and feasibility analysis, processes redesign - Coordination of solution implementation through accounting, internal and external IT resources and ensuring full training coverage to all stakeholders Achievements: Project completed on time and on budget
Key accountabilities: - Member of Finance Lead Team for Division comprising of 30 manufacturing sites across Europe, Middle East and Africa, - Cooperation with Senior Executive Management, Global Headquarters and Regional Fianance Teams, - Acting Business Analysis Team Leader (see responsibilities below)
Responsibilities: - Preparation and consolidation of financial and performance reports for EMEA, including full performance P&L, Cash Flow, Working Capital, Capital Employed, Capital Expenditures, etc. - Leading all planning processes for Division: forecasts, budgets and strategic plan - Supervision of month-end activities, including result reconciliation, variance analysis, consolidation entries and preparation of presentation for Corporate Business Review - Leader in the team of up to 16 Business Analysts, including 2 Coordinators, managing day-to-day activities, coaching, training, managing HR and recruitment processes for entire team Achievements: - Implementation of Manufacturing Center of Excellence in EMEA facilities, that allowed to keep accountable Manufacturing team, and monitor progress of bringing 3% savings yearly - Redesign and alignment of planning processes, that lead to significant team efficiency improvement in all planning activities, reducing overtime in planning cycles - Raw Material Inventory management process redesign, helped reduce Working Capital, while improving the average price per unit of materials procure