Jerome Tan Email & Phone Number

Responsible for the overall finance function for the group including operations in China, Europe, North America, and delivery of the Group's topline and bottomline targets. Business partner with the CEO to drive transformation of key management function in Finance, IT, etc review of systems, organization, talent and resources to enable support of growing global business. Drove completion and closing of its recent acquisition of 4 legal entities in Bulgaria, Czech Republic and Mexico. Appointed integration leader to drive synergies and management oversight of newly acquired businesses.

Responsible for the overall finance function in Asia Pacific for CNBC and Universal Networks. Tasked to deliver financial targets and improve their controllership, financial planning and analysis, tax and funding operations for both businesses. Partner with commercial business leaders to provide analytical support and help enable businesses to achieve its topline targets. Increase operating rigor on productivity to drive higher financial returns for the businesses.

Business partner in driving financial targets of GE Money's $1.7B consumer finance business in Singapore. Delivered net income growth of 2.5X over 3 years by pushing competitive pricing using product profitability, pricing analytics. Reorganized funding and legal entity structures resulting in tax benefits of ~$2MM p.a. Directed external pricing/fee benchmarking and fixed system fee leakages resulting in ~25% increase in fee income. Drove operating expense productivity by imposing cost/benefit analysis to compel prioritization of IT and project investments resulting in ~22% reduction in project spends. Managed the overall finance functions including controllership, financial planning and analysis, tax planning and treasury/funding. Built a strong finance team, streamlined processes and increased quality of staff while reducing headcount from 16 to 12.

Integrated the newly acquired bank's finance function into GE standards in controllership, treasury and US GAAP closing and reporting. Hired and developed key functional leaders - Controller, FP&A, Tax leaders and built an energetic and cohesive finance team with an open culture. Drove achievement of financial targets by developing "go-to-market" strategies e.g. "Best Rate" Mortgage which stirred mortgage growth by 43%. Performed branch profitability analysis leading to prioritization of investments and setting of business targets to improve productivity. Coached the Senior Management Team to integrate into the GE Operating Rhythm e.g. business review preparation, effective presentations, and GE's performance and compliance culture.

Delivered finance requirements including policies and procedure, banking system functional specs, and successfully passed Bank of Thailand's readiness audit. Developed operating rhythm to effectively manage project, drive resolution of issues, and performed successful tollgate reviews with Region/US HQ. Worked with business analysts to develop financial models for banking products. In addition, took on Acting Controller position for GE Capital Thailand. As Controller, organized a strong pre-close process, successfully managed a rigorous Corporate Audit Staff review, and ensured SOX 404 sign off.

Led South East Asia Region's business planning sessions and quarterly financial closing processes. Performed product/channel profitability, operating margin, and cost analysis to support Senior Management's decision-making process. Worked with 8 country CFOs and FP&A leaders to achieve 12 consecutive quarters of net income targets (including stretches). Grew assets by ~20% p.a. to $7.2B and net income by 2.4x to $110MM over 3 years. Performed "bullet train" and benchmarking analysis that helped drive productivity initiatives across the region. Improved cost-to-income ratio from 43% in 2002 to 36% in 2005. Integrated FP&A processes of GE's acquisition of Hyundai Capital (38% acquisition).

Evaluated and structured energy risk management transaction offered to prospective customers. Developed strategic sales processes, tools and standardized pricing models that significantly reduced deal cycle time. Developed web-based tool that enabled the assessment of a business' energy portfolio and recommended standardize energy portfolio management products to corporate customers.

Successfully integrated business into GE Capital system; ranked 3rd worldwide in GE Capital's six sigma measurement for financial reporting on business' first closing submission. Drove reduction of financial closing process by half to 7 days. Transformed finance from an accounting function into an analytics, decision support function. Reduced costs and decreased cash on hand to 33% by centralizing collecting banks (down from 135 to 60 accounts

Recruited to build GE Capital's business through acquisitions and to provide expertise in evaluating, negotiating and closing transactions. Closed first operating platform acquisition of GE Capital in the Philippines. Led cross functional due diligence team and successfully negotiated a favorable price of 2X book value (comparable 3-5X) for the acquisition

Responsible for cash planning and funding for the various subsidiaries in China, Indonesia, Taiwan and Vietnam. Arranged a USD 100 million syndicated loan for the company's international brewing JVs in China. Successfully registered USD 120 million shareholder funding with the Chinese government thus allowing repatriation of interest and principal. Set up centralized sales office and transfer pricing policies among JV breweries in China to eliminate parallel imports among regional markets in China. Provided in-depth financial planning analysis and recommended funding solutions/strategies to support Senior Management Team.

Managed team of functional managers and external consultants (McKinsey & Co.) tasked to develop and implement the group's China Sales and Marketing strategy. Participated in market and competitive analysis and developed approach to geographic expansion, brand portfolio positioning, and optimal organizational structure. Set up holding company structure in China to manage a centralize marketing and sales organization that sources products from various JV breweries at agreed transfer prices.

Established financial planning and analysis function for the JV brewery. Led annual planning process and ensured delivery of financial targets set in the operating plans. Developed annual marketing plan covering consumer, trade and competitive analysis; brand positioning and advertising & promotion programs. Set up supply systems and processes to transport products from the two breweries in Guangdong to the group's sales offices in Shanghai and Beijing.

Responsible for executing the international expansion plans of the group through acquisitions and JVs. Successfully completed the acquisition of P.T. Delta Djarkarta, the number two brewer in Indonesia which added to the international expansion and increased presence of San Miguel Holdings around the globe. Negotiated and set-up JV companies in China and Indonesia to produce and market consumer food packaging products.

Education record

B.A, Economics