Diána Dobos Email & Phone Number

Hungary

Managing Global Homecare, Healthcare and Valves Business from finance perspective – resulting in high growth of 17% in 2022. New product introductions – resulting 18% revenue increase.Leading product cost reduction and inventory optimization projects – 11% savings on raw material cost, 14% reduction of inventory.Improving price management throughout the supply chain – resulted in a 4,7% global margin increase for 2023.Significant improvement in accounts receivable – overdue in the US reduced by 21% within a year.Continuous risk management and opportunities seeking for all the 30 entities.

Budapest, Hungary

Managing and consolidating Supply Chain P&L variance lines, Closing/Forecasting/Budgeting – resulting in an average 93% forecast accuracy.Business Partner for Institutional, Food Retail Services, Quick Service Restaurant, Upstream, Downstream and Cosmetics, Food & Beverage divisions dealing with Stakeholder management in a matrix organization. Providing proactive financial support and insightful analysis for achieving objectives. Financial validation of Net Structural Savings across all Supply Chain functions – resulting in annual 37% saving in manufacturing, 16% reduction in freight costs.Conducting cost/forecast reviews and driving divisional focus into cross functional communication within Supply Chain – resulting 12% gross margin improvement.Validating standard costs of products related to the division. Calculating, explaining impact and drivers year over year – as a result getting the sign off without recalculating standard costs for over 25 thousand different items.Leading various projects (production transfer; gross margin improvements, Energy Services integration) from finance perspective – generating savings and extra volume for the business and introduction of standardized business reporting processes.

Budapest

Financial Planning & Analysis of all plant site costs in the UK, Ireland & Belgium representing an overall budget of $30M – 17% reduction of obsolete items, 26% net structural saving in my factories and warehouses.Cleaning up cost centers – transformation of obsolete costing methodology resulting in full transparency of standard cost, all other European plants introduced my new costing structure, and I gave expert training on how to utilize it. Month-end closing activities (accrual management, account reconciliation, actual reporting).Running monthly forecast cycles and annual budget.Ensuring accuracy of product standard cost calculation.Financial leading of capital investment and validating savings for a number of projects.

Budapest

Building and leading the sales team of 12 people – acquiring and educating new talent.Development of sales strategy, setting annual / monthly business goals – on average 95% of forecast and budget accuracy was achieved.Preparation and management of price negotiations and new market acquisitions establishing international markets – 19% increase of revenue within a year.

Budapest, Hungary

Developing strong collaboration with sales and marketing by creating new analytics – resulted in a more streamlined and cost effective product portfolio equaling 13% reduction in Distribution & Marketing expenses.Month-end closing activities (accrual management, account reconciliation, actual reporting).Running monthly forecast cycles and annual budget.Ensuring accuracy of product standard cost calculation.

Lábatlan, Komárom-Esztergom, Hungary

Leading and successfully implementing a comprehensive costing project – resulting in full transparency in standard cost, which was lacking before my contribution.

Miskolc, Borsod-Abaúj-Zemplén, Hungary

Building a controlling team, focusing on manufacturing and logistics controlling, strong cost control, developing a reliable cost calculation and implementing SAP – increased efficiency on production and logistics resulted in an 18% reduction in standard costs, inventory reduction by 24% in one year, and a reduction of scrap by 14%.Gaining key experience in commerce as a regional sales representative, introducing new products – resulted in an additional 35% of revenue in a year.Acquiring market experience with the introduction of a private label product family (“Dini” - in Auchan) – my contribution resulted in turning a 100M Ft loss into an 800M Ft income in the year of introduction that was 35% of the company's total revenue.