Benjamin Orhan Email & Phone Number

Odense, Dk

Nordic Countries

Høje Taastrup, Capital Region, Denmark

Role as Financial business partner:- Sparring partner for CEO & Industrial Directors- Strategic business planning, Strategy development- Financial modelingRole as Digital Solution Owner: Implement BI Reports to improve decision-making and business follow-up- Operational performance Management and increase transparency in financial data- Variance analysis- Partnering with Finance towards Operations- Alignment of Nordic processes to European best practices

PMO for Grow Your Margin (GYM) program, part of NEOS Group initiative- Drive the Efficiency agenda for the AL Nordic CFO- Part of senior management group meetings- Reported 100+ projects to the Exec. Committee each month- COGS variance analysis to track inefficiencies/waste and leverage new efficiencies- Challenge stakeholders cross function: Operations, Procurement, HR, Finance-ControllingGYM is a 5 year Group initiative at horizon 2020 to improve Air Liquide profitability and competitivity while enhancing customer experience. GYM is about changing mindsets and running our business in a smart, efficient and customer-focused way and engages all staff.

Høje Taastrup, Capital Region, Denmark

Footprint project : Transfer Filling Center activities to a new “green-field” factory- Project development from idea to strategy validation, to CAPEX approval (at Group level) - Stakeholder Management within matrix organizational structure and cross-functional collaboration- Lead a high-performance team, multicultural environment, under intense working pressure- Implement Project Management tools to monitor achievement vs. plan, expenses vs. budget, mitigate risks

Høje Taastrup, Capital Region, Denmark

On-sites are small production units owned and operated by Air Liquide, at customer's site- Finance Partnering for Operations- P&L Management of 55 On-site units, across 8 countries in Northen Europe- Profitability & Financial analysis (DCF, IRR, NPV) resulting of pricing strategy, product portfolio and capex allocation- Develop BI report to improve decision-making and business follow-up- Challenge commercial & operational stakeholders: OIR increased 75k€ in 2017, and +200k€ potential identified for 2018- Navigate in a complex organisation, across levels (operators, mid-managers, executives), across functions (Operations, Commercial) and across cultures (Nordics, Benelux, UK)

Høje Taastrup, Capital Region, Denmark

- Asset management: Maximize utilization rate of ~350 000 assets (500+ references) in rotation- Stakeholder Management: Act cross-function of the organization influencing operations, finance-controlling, customer service, commercial teams- Team Management: Motivate, develop and promote a multicultural team (4 nationalities) of 5 direct reports (experts, analysts)- Sales & Operations Planning- Performance management- Cost controlling, COGS Analysis (€2 mio budget)- Manage internal/external audits in relation with certification: ISO 9001, ISO 14001, GMP, GDP- Won first prize for improvement of DIFOT from 95% (2012) to 98,6% (Q2.2016),competing with entities all over European- Improve quality assurance by creating cross-functional processes (e.g. Contract review) and by improving communication (monthly meeting Sales & Marketing and Operations)- Build Continuous Improvement mindset within the team, LEAN-6 sigma methodologies- Award recognized by Group CFO for reduction of inventory level: 1M€ cash saved in 2014- Increase stock accuracy: reduction of write-off by 50%- Manage asset life cycle from procurement, assembly, operation to disposal- Implement stock targets at 17 production sites using statistical tools, monitor actual stock versus stock target, on a weekly basis.- Develop a planning tool (Microsoft access) to increase quality processes of the assembly team: Lead time reduced by 50%

Odense

Malmo, Suède

Report to Industrial Director- Cross functional project management and Business analysis- Performance management- Management reporting: Develop and implement KPI dashboard to the Exec. Committee

Tamil Nadu, India

Key responsibilities:• Permitting process: Obtain authorities approval.• Manage day-to-day construction of a fly-ash brick factory in challenging environment.• Coordinate execution of different craftsmen.• Negotiate quotations with suppliers.Key achievements:• Inauguration of the factory on d-day as planned.• Cost reduced by 30% compared with initial quotations.

Executive Certificate, Business Administration And Management, General

ECBA with focus on General Management: • Performance Management & Human Resource Management • Corporate Finance & Macro Economics • Supply.

Master'S Degree, Industrial Engineering

Top Engineering school in France, specialized in industrial engineering