Abraham Sabbagh Email & Phone Number

Glendale, Ca, Us

Walnut, California, Us

Privately held multi-state solar renewable energy company serving customers in Florida, California, Arizona, and Texas. - Successfully restructured the company's financial framework to an accrual basis and played a pivotal role in facilitating its preparation for a successful exit.- Spearheaded the integration of two recently merged companies, streamlining financial processes and cutting costs.- Consolidated financial data from five distinct platforms into QuickBooks Enterprise for more streamlined operations and introduced month-end checklist that resulted in the production of timely and accurate financial reports.

PE-backed integrated renewable energy and solar company operating in AZ, NM, and TX. I spearheaded efforts to enhance operational efficiency, oversee inventory management across 9 markets, cost controls, and promote revenue growth through strategic pricing initiatives. Led accounting, consumer finance, HR, IT, risk and compliance, FP&A, and project management. 6 direct reports.- Hands-on interaction with PE-sponsor, auditors, banks, and board relations by prioritizing transparent and consistent communication between stakeholders.- Collaborated with the board and CEO to develop effective strategic growth and pricing plans across three sales channels—Dealer, Direct, and Retail—leading to a 27% CAGR over 4 years and expanding from 6 to 9 markets across 3 states.- Provided customer acquisition costs (CAC) and gross margin analysis by market and sales channel (Dealer, Direct, and Retail), identified cost reduction opportunities, and collaborated with the sales organization and consumer finance to strengthen contract terms and conditions.- Enhanced liquidity by implementing updated operational infrastructure guidelines and lengthening credit terms with our distributors and wholesalers. Improved revenue cycle performance, reducing A/R DSO and improving liquidity.- Achieved notable improvements in cash flow and reduced SG&A expenses by implementing a 13-week monitoring and analysis system.- Prepared and identified direct labor cost savings by implementing new policies, resulting in a 40% reduction in overtime labor.- Spearheaded the organization's transformation to NetSuite ERP, achieving 100% accuracy in recognizing WIP accounts and month-end close by the 8th of each month. - Introduced a comprehensive weekly dashboard for financial and operational KPIs, promoting transparency and open communication, which built trust across departments and broke down silo culture.- Prepared quantitative and qualitative financial reports for SEC filing requirements.

Dubai, Ae

PE-backed and wholly owned subsidiary of ND Group B.V. Led all financial and operational aspects of a global supply chain and logistics company, serving clients (defense, NGOs, oil & gas, mining) in over 30 countries and managing 150+ projects worldwide. Offered leadership and continuous motivation to drive unsurpassed employee performance in a cross-functional setting. Led accounting, FP&A, IT, construction, audit, risk, and compliance. 6 direct reports.I spearheaded the identification and implementation of value-enhancing strategies to align with our business objectives and adapt to dynamic market conditions. My primary focus was optimizing business operations and streamlining financial processes across all facets of the company.- Transformed financial operations by focusing on functions rather than locations, resulting in millions in annual savings through centralized functions at headquarters.- Enabled enhanced business optimization and system efficiencies through robust financial and ERP initiatives, guaranteeing a month-end close by the 8th of each month.- Managed the creation of annual budgets and forecasts, as well as the preparation of financial statements, overseeing all accounts and reporting systems across five business sectors: construction, catering, laundry, fleet, and maintenance.- Revamped accounting procedures by implementing best practice processes and innovative systems, significantly enhancing financial reporting accuracy.- Established an adaptive working capital policy to effectively optimize cash conversion cycles (CCC), strengthening the cash position through proactive operational improvements.

Eindhoven, Nl

As CFO for a private equity and holding company, I leveraged a global viewpoint to lead change management initiatives and implement industry best practices to improve financial reporting. Additionally, I directed funding strategies, managed investor communications, and fostered engagement among multiple portfolio companies. My role was crucial on boards and committees, where I focused on shareholder interests through careful decision-making. I established and led the team overseeing finance, FP&A, treasury, and auditing activities.- Worked alongside external auditors on tax matters and yearly audits. I prepared the initial consolidated financial statements for the holding and its subsidiaries for a successful audit within a year.- Directed the buy-side due diligence for a modular construction manufacturer and managed post-acquisition integration. Oversaw the execution of a critical modular construction project, established a new management team, and advocated for the project's successful completion during the ownership transition.- Strategically managed the shareholders' investment in a new startup, halting a severe cash burn rate. I successfully negotiated to convert convertible notes to equity and obtained shareholders’ consensus for executing a successful exit.- Spearheaded the group's financial consolidation audit and devised the groundwork to execute Transfer Pricing Agreements (TPA) among different entities.- Oversaw financial planning, analysis, budgeting, and reporting for the portfolio companies and communicated financial performance to stakeholders by business unit and country.- Led buy-side due diligence to assess potential acquisitions and deliver strategic guidance to the Shareholders and Board.

Dubai, Ae

Recruited as CFO for Ecolog’s construction division, then promoted to regional COO at the parent company with full P&L responsibilities due to my relentless focus on driving bottom-line results and implementing cost-saving measures for integrated facilities management and service provision to defense, NGOs, mining, and oil and gas clients worldwide. I led cross-functional teams in finance, construction, estimation, and commercial functions. 7 direct reports.- Worked alongside the CEO to foster growth in new markets and sectors, leading thorough market and industry assessments that played a key role in achieving double-digit revenue growth within 18 months.- Gained CEO and board approval by recommending the strategic exit of an unprofitable JV partnership, supported by a comprehensive due diligence report, resulting in savings of tens of millions of dollars.- Executed strategic initiatives that lowered costs and simplified operations by merging dual headquarters and establishing centralized back-office support.- Successfully re-negotiated a crucial construction project with a significant client, saving the company thousands in penalties and generating over $1M in available cash flow.- Led the negotiations and setup of new business with partner sponsor, saving the company $500K annually over 5 years. Landed the first contract with the largest LNG company within 6 months.

Recruited to finalize due diligence and facilitate the smooth merger of 4 companies: a general contractor (EPC), a construction equipment firm, a steel manufacturer, and an excavation service. Enhanced corporate profits by pinpointing and improving legacy operational inefficiencies and driving profit growth. Provided leadership in executing all significant financial transactions, including cash utilization, debt facilities, and new project financing. Directed accounting, IT, insurance, administrative, and estimation teams. 5 Direct reports.- Spearheaded the preparation and completion of financial reports and KPIs for the CEO and Board of Directors.- Increased net free cash flow substantially within six months by cutting unnecessary SG&A overheads and lowering operating expenses (OPEX).- Achieved yearly cost savings by implementing operational best practices via standardized procedures and establishing an authority matrix at both project and corporate levels.- Facilitated debt restructuring agreements that offered ongoing credit facilities at a lower cost, decreasing the company's debt leverage and enhancing liquidity.- Negotiated commercial contract terms and secured approximately $150M in financing from financial institutions to support newly awarded projects.- Oversaw capital procurement, investment activities, pipeline enhancement, forecasting, and strategic planning for the long term.- Oversaw financial reporting and analysis to provide leadership, the board, staff, and other key stakeholders with timely information for informed decision-making regarding project profitability and compliance with revenue billings and cost budgets.

Abu Dhabi, Ae

f/k/a National Projects & Constructions, LLCRecruited to partner with the CEO and Board on identifying new expansion opportunities, managing future investments, securing project financing, and preparing for an IPO. Oversaw finance and IT functions, supervising 4 direct reports.- Provided all project cash flows, financial forecasting, and modeling analysis for bank financing to support aggressive growth. Secured +$90M in project financing facilities.- Implemented financial controls and authority matrixes guidelines to manage inventories, improving EBITDA and liquidity. - Directed the implementation of a new ERP system for construction (Construction Computer Software), improving project budgeting, estimation precision, and cost management while guaranteeing proper GL account mapping and integration with the company's Oracle Financial ERP.- Cut the month-end closing of financial results from 19 days to 5 by introducing a new ERP system that integrates cash management, accounts payable, and accounts receivable with project operations.

Hired to enhance working capital performance and ready the company for sale during the 2008 global financial crisis and significant leadership shifts. Oversaw treasury and debt facilities negotiations while aiding the company's growth strategy. Directed finance, IT, cost accounting, and banking relationships, managing 4 direct reports.- Restructured $40M in bank loans, secured extended credit terms from suppliers up to 90 and 120 days, and maintained liquidity.- Implemented treasury management policies and purchase order controls, reversing a $4M negative cash flow to stabilize the business.- Led profit recovery efforts with full P&L management over six months, achieved by renegotiating vendor contracts and reducing OPEX costs.- Worked alongside investment firms to perform business valuations and recommend exit strategies.

Capitalizing on the healthcare industry, shifting away from a hospital stay to care at home, I embarked on my entrepreneurial journey to acquire a home care business; Health-Link, LLC, was born. A provider of skilled and non-skilled home care services and durable medical equipment. JCAHO, Medicare, and Medicaid certified.In 2006, Health-Link, LLC, was acquired by Arcadia Resources, a publicly-traded national home healthcare provider. - Successfully doubled the revenue of an acquired company within the first two years. This was achieved by increasing staff from 24 to 133 and expanding operations from 1 office to 4 offices in neighboring states, including Illinois, Michigan, and Indiana.- Consistently achieved double-digit revenue growth year-over-year by developing and executing financial and operational strategic plans and effectively managing service providers.- Improved profit margins by leading a seamless merger of 2 companies into one cohesive organization through investment in ERP efficiencies.- Re-engineered operations and implemented a company-wide continuous quality improvement (CQI) program.

Torrance, Ca, Us

A non-profit medical center and integrated healthcare provider ranked repeatedly among the best healthcare providers in California.- Developed strong analytical resources to support the medical center's ancillary team with detailed cost analyses to achieve departmental quality performance and KPIs by implementing Critical Clinical Pathways.- Established financial performance standards, monitored the organization’s performance, and focused on problems or areas of opportunity to maximize financial performance.- Accountable for reporting the financial performance and the budget variance analysis and providing recommendations for improvement.- Provided financial leadership by presenting key financial metrics (DRG and ICD codes) to physician groups for improved managed care and capitated rate negotiations.

Finance, General

Bachelor Of Science (B.Sc.), Business Administration And Finance