Eva Vida Email and Phone Number

Responsible for improving and automating Source to Pay (STP) and T&E processes globally in Diageo, and managing process controls within STP, with a team of 12-15 members located in different locations. Main achievements: - Integrate the newly set up shared service centre teams into Diageo organization in relation to source to pay and travel and expense processes. Training and guiding the new process management in India to work effectively with the rest of the Diageo's organization.- Despite of the time zone difference and multiple locations of my team members I built good teamwork within my team so they could be successful in working together and with other departments within the organisation.- Selected the e-invoicing provider for Diageo throughout a thorough selection process working together with multiple departments internally and providers externally also considering the budget requirements and harmonizing those with business requirements. - Control review which I conducted in STP put the existing controls into a different angle as those could be simplified and automated as the process automation has been taking place. This continuous effort could result in efficiency in running the processes, controls and also the control reviews.

Responsible to have relevant and updated process controls in place in Group Treasury of Diageo; also to maintain the credit risk exposure towards 18 partner banks. Manage relationship and be the first point of contact for internal and external auditors throughout the whole financial year and at time of annual audits.Main achievements:- No major issues were found by neither internal nor external auditors during this period; with a small team of two we made sure that all controls are in place and their documentation requirements are met by all teams within Group Treasury.- As risk manager I was chairing and preparing the deck for the Risk Management Committee and for the weekly Market & Control review meeting with the Group Treasurer of Diageo. - Annually calculate and recommend exposure figures based on risk factors of each partner bank to Risk Director and Group Treasurer, which was then approved by Diageo Board. In this period of time continuous adjustment recommendations were needed due to volatile FX market and CFO approvals were gained continuously to keep the limits as required which had also impact on the FX trading. We with my team set up a new tool to be able to follow these FX rate changes and to be able to predict the impact on the exposures with all 18 partner banks; so to foresee the limit impacts in advance.- In the mentor program of Diageo as a mentor I was guiding junior leaders and senior team members to achieve the carrier they wanted at Diageo. I think it is important as a senior leader to help junior members to navigate and get the roles the are aiming for.

Responsible to deliver Banking services as per the Service Level Agreements for the migrated Diageo entities; to ensure that processes in scope are performed with an end to end perspective as per global process; with no internal and external control issues. Annually review KPIs and regularly monitor its results while ensuring that issues are addressed effectively and in a timely manner. Contributing and participating in service level review meetings to update customers and finance leadership team on progresses and improvement implementations.Main achievements:- Successfully integrated an old team into a new structure, into the SSC model, (team was moved from Group Treasury to shared services); dealing with demotivated team members due to the structural change; managing senior leaders in RTR SSC to understand and support the banking and treasury processes provided for migrated businesses. - Leading a small team of 12 with one team leader to manage the internal and external bank accounts and bank relationships of 112 migrated markets of Diageo; with that being the escalation point for multiple senior leaders within the company.- Successfully (as per original legal requirement) delivered a global project as business project manager for global implementation of SEPA payment method. Leading a project team of 10, with multiple external and internal parties including 5 partner banks and external developers; parallel to this keeping my responsibilities as process manager.- As people manager coaching and training my team leaders in leadership and people management and helping my team members to navigate through the complex organization of Diageo to achieve our goals.- Three months secondment to Diageo's Paris office to resolve banking and controls related issues and prepare operations for the new Finance Director. For this assignment I have received exceeding expectations recognition from senior leaders based on the feedback of the French team and the new director.

Responsible to run the back office activities of Diageo's Group Treasury; including bank accounting for around 50 external bank accounts at various partner banks, working closely with the managers of traders, the FX and cash management teams; daily responsibility to make sure that all settlements are done fully and in a timely manner. Main achievements: - Building and managing a team of 3-5 people with high responsibility with no issues no delays or any mistakes throughout the 4 years; - Migrating successfully Diageo's back office activities (initiation of high value payments and managing internal and external bank statements of Diageo’s finance entities in SAP) from London to Budapest with a new team, new processes and new systems (SAP, SWIFT) to be used; - Maintaining good relationship with banking partners and working towards receiving continuously improved services from them; - Successfully merging two SAP instances to avoid interruption in communication and to have all Diageo's finance entities on same the SAP platform; - Flawless management of high exposure Tax Projects of Diageo with implementation of a new responsibility matrix to track each step, transaction and accounting entries easily with responsibility measures; - Contributing and participating on the weekly performance review meeting with Group Treasurer to give update on the achievements of the Back Office team. - Improving team performance with training new and old team members to run processes more efficiently and to interact with other departments, external bank contacts professionally and maintaining the Diageo culture within the team.

I became Team Leader of In-house banking and Treasury Accounting Team after two years of Analyst role. I was responsible to run the new cash management ways of working in Diageo Shared Services; needing lots of negotiation with senior market leaders to understand and support the new rules of the in-house banking business model.Main achievements: - I managed a team of 3 to 10 people with a responsibility of running Diageo Finance Plc's (internal bank of Diageo) bank account management activities relating to in-house banking, and all external bank accounts of migrated market's (80% of Diageo's bank accounts), the zero balancing structure of Diageo and all in-house banking activities of the company such as zero balancing items, FX trades, interest calculations and any corrections; external bank statement management and on-behalf payment initiation in SAP.- My team being the first point of contact for migrated markets for any treasury and cash management related issues, I was handling escalations from senior leaders which I managed successfully with building and keeping close personal relationship with them.- Being the Diageo contact of the newly established banking partner of the company gave me the opportunity to build great connections and relationships with external partners too; where me and my team were representing Diageo towards our banking partners. This resulted in faster issue resolution in case of system or other banking related matters.- As a fresh team leader I had to manage interpersonal issues within the team very early which I did successfully, also kept the team cohesion while team members were traveling and working on different continents. I had a happy and high performing team also under high performance pressure from senior management.- I also trained new team members to run our processes, and to interact with banks and other departments of Diageo around the globe; with that they learned to deal with different cultures and seniority.

I joined the newly opened Diageo Shared Services Centre as a graduate. I was responsible to support the set up of the freshly introduced in-house banking business model in the shared services of Diageo.Main achievements: - Delivering the first migration of Diageo to the in-house banking model (new system-new team-new model);- Testing and supporting the set up of in-house banking in the Treasury and Cash Management module of SAP;- Becoming the Superuser of the area - in-house banking and cash management of SAP;