Wachsman is a global communications consultancy that specialises in blockchain, finance, and emerging technologies, with regional headquarters in Dublin, New York and Singapore. - Interpreting complex financial data and provide insights,  updates and information as needed. - Monitoring cash flow, accounts, and other financial transactions across the firm.  - Analysing the financial climate and market trends to assist in creating strategic plans for the future. - Responsible for all aspects of financial reporting, regulatory and financial reporting, budget and forecasts management and approval for all forces. - Assisting with annual budget and monthly forecast preparation and analysis, establishing and maintaining KPI's, and analysis to measure performance and profitability. - Harmonize policies, procedures and tools across global teams, while implementing cost-effective best practices where necessary. - Accountability for all finance operations relating to business activities to ensure they produce the desired results and are consistent with the overall strategy of the business.

Direct a high-performing team of six members, covering all financial requirements; report to finance director. Formulate month-end accounts and financials, reconcile all balance sheet accounts, and forecast cash-flow. Manage all statutory reporting and company reporting requirements. Restructured finance department to adapt to new working requirements and cost controls. Removed shortcomings in system controls by developing new reporting controls. Employed enhanced quarterly budgeting process, including rolling out of departmental reporting and confirming compliance to company financial policies.Key Contributions:• Devised and implemented new revenue recognition reporting system enabling better analysis of movements in monthly revenues and budgeting of all revenue streams.• Slashed time required for monthly payroll and increased the reporting outcomes available for analysis by implementing new processes.• Initiated students accounts review process resulting in decreasing bad debts by 65%.• Employed a computerised PO system for better management of costs and accruals.• Increased profitability by 70% through cost controls and enhanced revenue recognition process.• Augmented revenue by 26% by employing improved revenue controls and more efficient student processing processes.

Financial Controller of the Digital & E-commerce business division incorporating cross business unit relationships to drive efficiency and delivery of key financial information to deliver growth in the division.Secondary role in the calculation, review and planning of logistics costs and maintaining the financial reporting of supply to ensure best practice.

Partnering with the leadership team to achieve: - the provision of accurate financial information to ensure correct reporting of logistics network performance by the central reporting team- the management and monitoring of business performance against plan.- the maintenance of sound financial managerial control on throughout the network.- business partnering as an integral part of the local leadership team providing preparation of ad hoc financial information, interpretation of ad hoc and regular financial information, insight into underlying financial performance and causes thereof.- ideas generation in relation to improvements to site and wider brewing performance.Review all variance analysis prepared by the central accounting team, assisting where necessary.• Providing relevant timely information to central team to ensure accurate financial strategic plan computation.• Co-ordinate monthly BPM pack for review with the Commercial Finance Manager.• Lead Risk & Opportunities activity.• Decision support for all customer service related projects as required.• Present monthly reports to respective customer service management teams bringing continued challenge to strategic development of the IOI customer service business, drive cost reduction and enable reliable delivery of financial commitments. • Preparation of ad hoc financial analysis and reports as required to provide leadership on projects and management decision making.• Operation of sound financial control processes, procedures and controls that protect value.

• Managed month end process and close for Mediterranean (MED) region within US deadlines. Review variances and support reporting. Supported Middle East (ME) region.• Member of changeover team centralising finance function in European HQ. Developed timelines, delegated tasks and led roll out of new processes across 2 regional offices.• Developed new procedures across regions. Designed and introduced financial review and reporting worksheets. Led roll out of SharePoint in MED/ME regions. • Reduced month end close by 0.5 days and Balance Sheet review by 4 days.• Finance contact for local market. Communicate and deliver European HQ requirements.

Defined company strategy. Achieved 30% growth in first full year turnover. Reported to Group Directors. Managed finance and operations. Led a team of 18 staff. Responsible for HR, training and staff development. Reviewed profitability and feasibility of brands. Included pricing and discounts. Introduced GP reports and budget reviews. Discontinued underperforming and sourced new brands.Developed and implemented effective systems, internal controls and procedures. Instigated stock management system and customer discounting approval procedure.Led ERP implementation project. Selected and implemented SAP Business One (Accounting, Stock Control and CRM system).Delivered cost savings across the business. Reduced stock holding. Delivered better management of obsolete stock.Led financial management and planning. Prepared and reported monthly management accounts in line with group requirements. Managed statutory returns.Prepared year end audit and liaised with external auditors. Reduced audit costs through enhanced reporting and preparation.Developed and maintained strong international supplier relationships (Europe, US, Asia & UK). Took a lead role in contract negotiations with key brands such as Pioneer.Led negotiations with customers – DID, Harvey Norman and independent retailers.Managed restructuring of business post 2009. Implemented strategies to tackle challenging trading conditions. Included cost and debt management, department restructuring and redundancy.Managed the closure of the business in 2010 following Pioneer’s decision to cease manufacture of our leading product line which represented 60% of all sales.

Preparation of Monthly management accountsPreparation and filing of all statutory returnsPreparation on KPI reportsManagement of accounts team

Lead auditor on yearly audit of numberous companies in a wide variety of industries.