Corporate FP&A manager, in charge of financial planning cycles, cost analysis, closing, reporting consolidations and cost assessment of main corporate functions (Legal, HR, HSE, Finance)Partnering with functional leaders on multi year G&A and digitalization initiatives in order to reshape corporate functions to reach the targeted annual savings.Managing a multinational team of 13 resources (Malaysia, Hungary, UK, USA, Italy) to support Corporate requirements and 4 Product lines.

In charge of Planning cycles, analysis and initiatives to improve the Free Cash Flow performance of one of Baker Hughes product lines ($6B revenues). Led various initiatives to optimize working capital partnering with operational leaders such as Supply Chain to increase inventory turns, AP cycles and Project managers to reduce Collections timing implementing and coordinating new operational rhythms, processes and digital tools.Instrumental to over deliver Cash flow target for 2 years in row.

Finance manager of 2 Italian production sites. Supported operational teams and CFO division in order to monitor product and service cost cycles, hourly rate, productivity and shops reworks. Both sites combined was about 1700 resources, $250M Revenues. Drove successfully cost savings initiatives, delivered 3% savings on annual basis.

In charge of commercial support (financial clauses contract negotiations) and integration duties to align the acquired business to policies and internal processes. Established new operational rhythms and implemented legacy reporting tools, (HFM). Led successfully a global commercial agreement with a key partner, this initiative was sponsored by division CEO and opened a new market space increasing revenues footprint by 5%.

Supported planning cycles preparation, conducted regular and effective reviews with operational leaders to identify revenues mix trend, sales and purchases price/inflation, cost out initiatives, direct material and labor productivity In charge of closing activities and consolidation of key financials metrics such as orders, sales, operating margin, indirect functional cost, cash flows and variance versus prior year and operating plan of more than 50 legal entities/BranchesManaged a team of 5 direct resources for cash, functional cost, income statement analysis and consolidation activities.

Built scalable processes to enable business growth, supported initiatives around material deflation (2% material deflation) and improved key performance metrics to drive productivity and improve cash cycle (+$75M FCF), monitoring closely accounts payable trends with operations (#2+ Days Payable Outstanding)

Supported weekly market review with O&G CEO, CFO and FP&A leader, their direct staff and line managers, consolidating key financials metrics (orders, sales, contribution margin, indirect cost, cash flows and variance versus prior year and plan). Led consolidation activities for quarterly financials closing, responsible for the reconciliation of the consolidation ledgers, ensured intercompany sales elimination and cross legal entities transactions accuracy.Monitored sales and cost currencies mix to build an accurate foreign exchange hedges strategies. Supported O&G tax director to review core operations and main transactions

Responsible for the annual financial statements preparation (IAS) and tax declaration for two Italian subsidiaries of the group. Supporting Sarbanes-Oxley Act risk audit and financial external audit processes.Developed monthly financial statements that accurately measured business performance, conducted detailed accounts receivable/payable reviews. Tight monitoring of indirect costs and productivity initiatives.