Dział Analiz i Prognoz.

A six month contract to stabilise the demand for transmission parts. I was brought in during a new modification entry to ease the ramp up/ramp down period. The team was experiencing supplier issues and needed help repairing the relationship with Purchasing and Warehouses. At the end of process investigation I prepared a root cause diagram and an Excel based tool to control the demand, lists of internal stakeholders and a common errors list, followed by an awareness session for neighbouring teams on how to control the data flow during modification phase.The programme I am part of is very large, and the outcome of my project is a saving in supplier costs including parts ordered over need, claims and fines. The biggest issue solved was communication reinstated between teams.

Summer 2019 music workshop and concert promotion. My stakeholders were the musicians and the owners of the site, advertising companies and event participants. I delivered a summer concert. I looked after the Project Financials, Project Timeline, Project Hours, Suppliers & everything required to put on a concert and a workshop.

Project Engineer contracted to review processes, R2R Improvement Manager.Short term contract for G&W following their acquisition of Freightliner, formerly National Rail cargo division. I investigated processes in their site office in Southampton which was in the process of closing. Mapped their financial processes for the new office to reopen in Birmingham in May. - mapped their container sales reporting and accrual generation process: I found time savings by moving from 4 models to 2 models and I incorporated their FA register into the work, saving several hours off of the month-end process. I drafted a new SOP. My change was accepted by the team. I identified a control issue with stock value calculation, under review.- mapped their Revenue Reconciliation process: I found that utilising the rec procedures one of the chartered accountants has drafted by all other team members would result in savings of at least two hours at month end due to improved communication and no need to reinvestigate the numbers. My change was accepted by the team.- mapped their third-party service purchasing process and accrual creation process. I identified the system and team which can provide ready-made information in reconciliation format for the team to use, instead of re-creating the reconciliation themselves, with a saving of several hours at month-end.

Following a team restructure I worked for the Commercial team in the same structure, looking after business cases, change requests, part and feature analysis etc, as well as manufacturing complexity reduction for MP&L, de-sequencing opportunities, cost reduction opportunities.

Analysis of potential changes to car features. Business case preparation. Database creation, analysis & presentation.New skills: Google BigQuery, SQL, Tableau, basic Python.

Monthly material cost expenditure.Monthly reporting deck and a quarterly variance deck. Monthly Balance Sheet reviews and quarterly attestation reviews. Four Forecast submissions per year, Budget and two Business Plans per year.

I enjoyed creating new processes within the space made up by post-sale. The company bought by Siemens was the Rolls-Royce Energy gas turbine business, ITCL, and the transition period was a sort of and R&D case for me. I worked in Finance. We set out with the well seasoned RR processes and were to fit them into Siemens rules, a little like fitting a square in a circle in the Apollo 13 film. The largest part of the problem was reporting on Actuals when parts of the company were no longer using the same systems and were being moved to regional offices rather than staying in central view.To deal with that I asked the Big 5, 5 largest sales organisations globally, to change the way they reported to central office. Rather than to report the first figure in millions for sales and another in thousands for orders I asked them to share the details of each project in the same order of magnitude. This way we were to achieve cooperation on the sales order level and more validation points than ever before.

I was hired by Rolls Royce Energy at the time of their sale to Siemens ADGT

I worked to achieve the forecast. It was an intense experience of rushing to get the data from multiple teams and aligning it to create a forecast before the deadline comes. The deadline came every month and as the months passed I managed to convince my manager to simplify the process. From then she strived to convince the local alliance finance managers to buy into it and let go of the messy old process. This has taken a long while but finally everyone were on board and the forecast elements were aligned.

The team I worked with analysed the pricing scenarios to launch new cars or parts. At first I took part in the calculations, meetings and presentations but after a while I started spending more time creating the Excel models to make this work more predictable. I came up with a few neat tools which worked directly with the system downloads and reduced the processing we were doing. I got to present it to the Directors.

Accounts, Tax, Customer Service, Purchasing, Interior Design, Complaints, Legal, Psychoanalysis.

Fixed Assets

Project efficiency - Cost/Spend; Balance Sheet, Profit Figure, VAT

Management accounts, Margin analysis, Performance indicators.