Azoora Ali Email & Phone Number

Tauranga, Bay Of Plenty, Nz

Tauranga, Bay Of Plenty, New Zealand

As the Virtual CFO/Director at ASMA Limited, I help small and medium-sized businesses get clear on their finances and grow with confidence. With over 20 years of experience, I make sure business owners understand their numbers and can make smart decisions.At ASMA Limited, we work with businesses that want to scale, grow, or sell, especially when managing finances feels overwhelming. I take the stress out of financial management so CEOs and business owners can focus on what they do best. My goal is to help businesses make more money and run smoothly.I do more than just create reports—I show business owners how to use their numbers to boost profits and improve cashflow. Every solution I offer is customised to fit each business's unique needs.I make financial concepts easy to understand and apply. If you’re looking to improve your financial strategy and set your business up for long-term success, let’s connect.

Tauranga, Bay Of Plenty, New Zealand

Strategically optimised the commercial and financial operations to drive better compliance, reporting and budgeting management against the 10-year strategic long-term plan delivering over $140million+ per annum turnover and over $100million+ capital delivery per annum.• Led and implemented the strategies for Risk Management Framework & Procurement Frameworks to progress the organizational maturity for Risk & Procurement.• Implemented new Risk Management Reporting capturing organizational strategic risks in a story format resulting in better leadership and governance discussions.• Introduced new and user-friendly financial reporting and dashboards for governance and senior leadership, facilitating insight driven decision making.• Spearheaded the Long-Term Planning process to drive high level strategies to bring down average rates increases for the 10 year long term plan. This resulted in reducing year 1 average rates increases from 27% to 13% for community consultation: a net savings of $14million including cost savings initiatives and reductions to operating expenses.• Created a new treasury function resulting in maximized investments and liquidity (earning 20 times more than the previous year (2023 vs 2024).• Restructured and delivered a new team operating model resulting in more agile partnership to the organisation creating efficiencies and enhancing capabilities for improved decision support.• Trained, coached, and developed new finance team across local government financials. Unqualified audit opinion received for 2023 Financial Year report with Audit NZ.• Reviewed and rolled out the tax management framework and had positive governance approval for tax planning.

In conjunction with the CEO and Senior Leadership Team, set budgets and deliver on the 10 year strategic Long Term Plan ($557million capital spend) for the community, managing a turnover of $120million+ per annum.• Drove the change and project implementation of various processes from a manual system to Artificially Intelligent software driving efficiencies and cost savings, including various elements of ERP system.• Drove and set up the procurement function within TDC to maximize the benefits from purchasing and provide better risk management.• Delivered a new operating model for finance with three key focus areas of business, operational and continuous finance teams to become a truly agile and value-added function.• Led multiple projects and transitions within software and people capability to transition finance into a partnering and self-service function leading with people first approach, optimizing on capability.• Implemented the financial services “Team charter” and strategy to drive our service commitment to high performance involving each member of the team.• Delivered the highest capital delivery in TDC history ($73m – 2022 vs $32m – 2020) through increased partnering and better forecasting across the organization.• Led the 10-year long term plan for Timaru District transitioning to a new funding model engaging with all budget owners, reducing year 1 rates increases from 22% to 11.5% through savings plan.• Transitioned Treasury reporting to dashboard based and user-friendly reporting, increasing investment revenue more than 100% within a year.• Championed complex Group Tax review of Council structures, incorporating recommendations for CCO Tax Governance, and rolled out the Council’s Group Tax Governance Framework with endorsement from Audit Risk & Finance Committee.• Unqualified audit opinion received for 2021 Financial Year report with Audit NZ.

• Implemented electronic AP process eliminating paper invoice sign off and waste; streamlined 13 step process to 9 steps, driving efficiencies and cost savings. • Increased efficiency of billing process by 75%, cutting process steps from 16 to 9 while enhancing system capability without incurring increased CAPEX or OPEX costs to gain significant process improvement.• Project managed roll out of new financial and operational systems to support Defence clients’ needs; navigated tight deadlines and rolled out new processes, maximizing efficiency, and enabling labor reduction within team and promotions of staff across business. • Initiated and launched online leave management system (MyStaffInfo), eliminating paper-based manual system and processes; reduced 1 FTE in Finance Division, saving labor costs. • Selected to take on select CFO duties including review of Defence P&L’s; given authority to ensure all journals are reviewed and approved while serving as key financial advisor to GM of Defence. • Eliminated debtors aging with Northern client from over $2M to zero in 90 days by introducing overall efficiencies for client across various aspects of business.

• Conducted advanced excel and database training workshops focusing on driving business efficiencies and enabling improved staff productivity.• Developed and implemented electronic stock system delivering 90% reduction to monthly stock variance while improving administration productivity by 13% by reducing manual tasks through automation. • Created stock procedures integrating supply chain aspects saving 7% of lost daily administrative time. • Automated process for compiling and populating data for Board report with minimal manual intervention, reducing time by 75%. • Reduced month-end processing by 3 days and improved speed by 50%; enabled better transparency and review opportunities due to automated live reports. • Established automated WIP age reports and debtors aging report using ERP system and SQL queries. • Improved speed of budgeting and forecasting process through automaton efforts.

• Hand-selected by CFO for Catalyst project, aimed at saving $16.8M by decreasing waste through process change and applying LEAN and Toyota Production System (TPS). • Received unqualified audit opinion on 2009/2010 Financial Accounts and very positive outcome due to implementation of new lead sheet and sub lead sheets for annual audit and new process for client substantiation files. • Managed and coordinated external financial relationships including audit meetings complying with IFRS.

• Created KPI dashboard and reported on monthly basis to provide critical data to team, enabling alignment to business strategy and targets. • Assisted business unit with new vehicle pricing, fleet tenders, and repricing exercise.

Chartered Accountant

Certificate In Company Direction

Strategic Cfo Programme, Executive Education

Bachelor Of Commerce (Bcom), Accounting And Commercial Law