Oddbox is a purpose-driven business that fights food waste on farms with innovative solutions. Its first solution is London's first sustainable fruit and veg box subscription service, where it buys imperfect & surplus fruits and vegetables directly from fresh produce suppliers and growers for a fair price, delivers them to homes and offices for 30% cheaper than similar box services and donates up to 10% of its produce to charities that fight food poverty.

Responsible for governance, procurement, risk management, IT, compliance, facilities management with line management of 16 staff and technical matrix management of the finance & operations teams based in Africa ad Asia. Managing the relationship with DFID on the 1 year grant extension and the 5 year future grant application process. Providing strategic, financial and governance guidance for the 5 years business plan for the organisation and developing options for the entity structure. Coordinating the Board of Trustees' meetings and induction of 2 young girl Trustees from Rwanda. Overseeing the implementation of the risk management recommendations. Harmonising and coordinating Finance & Operations across all 4 Girl Hub offices (UK, Rwanda, Nigeria and Ethiopia). Overseeing the registration of a local Girl Hub entity in Nigeria.Achievements Negotiated a 1 year grant extension from DFID with significant additional funding. Rolled out a procurement policy across locations ensuring proper due diligence and Value for Money.

Girl Hub was set up in 2010 as a strategic collaboration between DFID and the Nike Foundation focusing on unleashing the girl effect for 3 million adolescent girls in developing countries. Responsible for the Financial Management and Accounting of Girl Hub across 4 locations (UK, Rwanda, Nigeria and Ethiopia). Providing financial modelling for the development of a 5 years business plan and involved in the negotiations around options regarding our grant renewal. Implemented new policies, internal controls and procedures in response to the 2012 ICAI report. Led the Value for Money assessment part of the annual review required by DFID and implementing an overall Value for Money strategy for the organisation going forward. Responsible for the external audit, donor reporting, management reporting and cash flow management. In-charge of the DFID grant management and reporting. Line management and indirect distance management of in-country finance managers. Advisory support to the Operations Manager on HR, Administrative and Legal matters.  Leading the set up of a formal procurement process with an automated PO / Contract management system. Bi-monthly travel to Africa to train on finance and non-finance matters and support specific projectsAchievements Rolled out a new accounting system, a month-end close process and a monthly reporting schedule and format across all locations with successful close by WD10 from the 1st month onwards. Rolled out a combined annual business and financial planning process with quarterly forecasting, 90-days planning and monthly management reports. Supported the negotiation and contracting of a consortium for the launch and on-going management of our Ethiopian Brand Platform (£4.6M).

Promoted in January 2011 to take on additional responsibilities of the Voice Platform in addition to the business units handled as Finance Manager (total cost base of GBP 90M). The Voice platform support £7B of BT’s revenue. Managing a team of 5 people responsible for month-end close and reporting, performance gap analysis, quarterly forecasting process and yearly budgeting. Developed financial and non-financial KPIs measuring output and business performance, set up targets and built a pipeline of efficiency/productivity initiatives of c. £10m working with the Platform Directors to underpin the 11/12 savings plan. Currently leading the discussions to develop a pipeline of initiatives to drive increased productivity in FY12/13 by process/organisational changes. Reviewed major research collaboration contracts leading to an increase in the number of patents filed. Worked with the Licensing Director to identify and value patents infringement litigations/sales opportunities supporting a £50M sales forecast plan for the next 3 years. Working with the Capex finance team and procurement to renegotiate subcontracts’ and material sourcing contracts. Responsible for the Unit Capex in collaboration with the Capex Vertical team and supporting the team by preparing business cases for platform rationalisation.Achievements Cost reduction for the units supported of overall 17m (16%) over FY 2010/11 and forecast of 10% in FY11/12. Reduced my team size by 2 people by reorganising work and stopping non-value added activities. Part of the BT’s high-performers Talent Pool for finance.

Responsible for the P&L of several IT platforms and businesses (Security Platform, Research and Customer Experience units) with a cost base of GBP 55M. Month-end accounting, management reporting, day-to-day consulting, forecasting, budget planning. Drove the cost savings pipeline for FY10/11 and reviewed achievement vs. plan. Managed a team of 2 people.Achievements Lead on the spans & layers and VFM analyses across BTID driving £2.5m annualized savings and participated in the 3-year strategic planning. Recognition received for the work on VFM and model adopted across BT. Closed an audit action and released 700K of accruals by reviewing all grant claims and increasing the allowable expenses which could be claimed based on the T&C of the agreement with the EU. Promoted to SFM within 1 year.

Handled the overall operational accounting for the private subsidiary of 3M in India (Turnover of USD 25 M) Responsible for local and intercompany payables, payroll processing for 200 employees, direct taxation, inventory accounting, insurance and fixed assets accounting, statutory payments, treasury and daily cash disbursement. Monthly cash flow forecasting, deciding on short-term deposits or use of OD facility. Regular interaction with different bankers for investments and exchange rate negotiations for remittances. Monthly reconciliation of affiliates ledgers and coordination with affiliates to solve differences vs. their accounts. Responsible for monthly and yearly closing of accounts and reporting to the US head office by WD5. Preparation of P&L and Balance Sheet in line with US and Indian Gaaps. Responsible for statutory and tax audit and filing of the annual return. Liaising with external auditors PwC. Responsible for ensuring that all SOX compliances are followed. Recruited and managed a team of 4 people (qualified accountants and MBAs).Achievements Received the 2008 2nd and 3rd Quarter Awards for Outstanding Contribution in the Finance Department and was identified as a high potential employee. Worked with PwC to ensure successful closure of external audit for 2 years.  Organized and chaired the quarterly board meetings. Reduction of old overdue intercompany payables by 34% (USD 1.2 Mil) Lead for the Implementation of a new ERP Payables system.

Handled the Electrical, Electronics & Telecom and Healthcare Businesses (Revenue of USD 50 Mil) Monthly reporting and day-to-day consulting to the business team including Performance Gap Analysis, Price Plans, New Product Launches, Mix Product strategies, Investments and Cost Control. Preparation of management reports for Directors and Business managers highlighting the main variances and review with the business managers to adjust the forecasts and decide on price / mix changes and new investments. Responsible for the 5-year Strategic Planning and preparation of the Annual Operating Plan with a detailed line and department based budget using a PeopleSoft budgeting ERP. Preparation and review of revenue forecasts vs. plan on monthly basis, review of planned expenses in line with the revenue growth. In charge of Plant Accounting for 2 plants: Expense trend analysis, Production reporting, Unit costing and CAPEX valuation modelling. Quarterly and annual review of the general ledger, profit and cost centers and changes made in line with the strategic direction. Conducting financial trainings to the sales & marketing team for all Business Groups.Achievements As Six Sigma Green Belt, leader for a pricing project – achieved an increase in prices of 3% for that particular Business by using Six Sigma tools to stem price leakages. Coordinated the valuation of a Capex investment of 1.2 Mil USD (ROI, NPV and payback) with the local manufacturing, technical, sales & marketing, sourcing and US team.

Assisted the VP M&A part-time on all M&A activities Conducted financial analyses of the target companies and financial projections. Responsible for Due Diligence (Due Diligence planning and coordination, conducting financial Due Diligence) Lead the Integration and performance tracking post acquisition.Achievements Lead the Due Diligence and Integration Process of 2 acquired companies (resp. USD 8 and 1 Mil turnover) Coordinated the shift to 3M systems and conducted financial trainings for the acquired Plant Accounting team.