Redesign Europe Finance organization, by creating a European Business Support Center, from the current situation of multiple and dispersed Finance locations, across 19 different organizationsBuild a strong business case and clear vision for management decision, including migration strategy; defined the Target Operating Model of the future center and developed the overall governance modelSupport the transition process

Senior Finance Executive with extensive experience in Asia across various industries, leading Finance Function of a EUR multi billion revenue organization, operating in Greater China (China, Taiwan and Hong Kong); direct team of 195 peopleOversaw Accounting and Finance, Consolidation and Reporting, Tax, Treasury and Financing, Credit Control, Operations Control and Strategic Planning, Information Systems & Information Technologies, Internal Audit and Internal ControlDeveloped yearly and quarterly budgets; Strategic Long Term Planning (5+ year roadmaps)Re-engineered Accounting and Finance team to reduce workload and improve efficiencies, by reviewing roles and responsibilities, and segregation of duties; implemented Finance Shared Service Center; created robust finance processes; modernized the compensation and benefits program, with Short Term incentives and retention bonus for high performers, reducing employee attrition by halfDrived organizational and profit growth; business strategist partnering with executive leaders to achieve company financial goals, successful in identifying areas for improvement and boosting efficiencies Leveraged informed investment decisions; structure finance, tax and accounting implicationsCoordinated project financing (first bond issuance on the Chinese market; first international company on the Taiwanese bond market (“Formosa”))Presented twice a year, in cooperation with Greater China CEO, the Group and China performance to Investors delegation

Developed and analyzed statistical and financial information in order to appraise operating results by business and product in terms of profitability, performance against budget / forecast; developed tools and processes to drive Sales and Marketing margin improvements with financial pricing and product profitability analysisFormulated, managed and analyzed entities’ monthly performance results, key performance indicators, and operational metrics to ensure alignment with business objectives and initiativesAnalyzed and evaluated Return On Investment for new investment projects and related capital budgeting, acquiring balanced operational and financial acumenSupervised and established common delegation of authorities across the North East Asia entities

Oversaw Accounting and Finance, Consolidation and Reporting, Tax, Treasury and Financing, Operations Control and Strategic Planning, and Procurement

Exposure to the business operations of the Group on an international basis (mostly in Asia and the Americas)Global audits of support processes (Energy Mgmt, Insurance Mgmt, Crisis Mgmt, Implementation of the Group Financial Policy, Governance practices, Communication Mgmt); General reviews of activities (Electronics Specialty Gases Asia, Equipment & Installation Japan) or entities; Reviews of business cycles/support processes (Sales & Accounts Receivable in Brazil; Procurement in Hygiene business, Brazil and Argentina; Financial and Accounting in China)Led the development of the Internal Audit Tools & Methods, and their administration (audit work programs, development of the key process matrix)Audit Planning and coaching

Audit of the business operations (Product Mgmt, customer order fulfillment, support processes, accounting/budgeting and financial reporting), mostly in Alcatel ItalyCompletion of semi-annual business risk analysis, Planning and supervision of work performed by audit team membersMember of STRETCH (Alcatel High Potential program)

Promoted to Milan Office in June 1997, to lead teams in execution of financial statement audits and evaluation of Internal Controls for variety of multi-billion euro clients, including Total, Peugeot, Groupe Chargeurs, Decathlon, Rhodia-Rhône PoulencLed client engagements surrounding transaction support to strategic buyers during acquisitions and divestitures. Led teams in execution of financial due diligences, analyzing complex financial data and drafting reports detailing potential transactionsPoint of contact in French Desk, about 25 companies, with total revenues amounting to EUR 17bn (FY 1999)Gained deep exposure and understanding in International Financial Reporting Standards