Enterprise Ireland’s “Client Engagement Model (CEM)” is a process whereby client facing teams work with companies across 6 core pillars: Sales & Marketing, Strategy, People & Management, Innovation, Operations and Finance. In relation to the Finance pillar, a mixture of internal and external resources is used to engage with the client. The external resource constitutes a ‘Panel for the Analysis of the Finance Capabilities within identified Enterprise Ireland Clients” of which Havel… Show more Enterprise Ireland’s “Client Engagement Model (CEM)” is a process whereby client facing teams work with companies across 6 core pillars: Sales & Marketing, Strategy, People & Management, Innovation, Operations and Finance. In relation to the Finance pillar, a mixture of internal and external resources is used to engage with the client. The external resource constitutes a ‘Panel for the Analysis of the Finance Capabilities within identified Enterprise Ireland Clients” of which Havel Accounting is a panel member. A standardized scalable framework is utilized to identify financial management issues and put in place a focused set of solutions to address immediate needs and improve longer-term capability. To affect a robust and repeatable engagement the scalable framework adopted by Havel Accounting and Enterprise Ireland assesses four areas:1. Basic Financial Management: the degree to which an organisation can carry out basic financial management and the level of sophistication of existing finance resources.2. Integrated Financial Management: the degree to which an organisation can integrate the basic financial management into the running of its business. 3. Strategic Financial Planning: the degree to which an organisation can identify potential risks and opportunities and the financing and capital structure required to exploit those opportunities and/or mitigate those threats.4. Access to Finance: the degree to which a 12-36 months financing need can be identified and sourced by organisations to meet their growth targets.The financial engagement is intended to involve a deeper assessment of the strengths and weaknesses of the client followed by the identification of the solutions required to address these issues. The solutions could take a number of forms, for example, targeted training, grants to employ finance personnel, online training and targeted consultancy appointments to solve specific problems. Show less

Under the auspices of InterTradeIreland, Havel Accounting provides organisations in both the North and South of Ireland with an assessment of their financial capabilities specifically in the development of cross-border trade in Ireland followed by recommendations of possible solutions to identified financial issues. These solutions may consist of the Fusion and/or Acumen programmes and/or tailored mentoring.

Under the auspices of LEO Galway, Havel Accounting advises organisations on the probable effects of Brexit on their business strategy and the supports available, for example, tailored mentoring, micro-exporter's grant, the innovation and investment fund and tailored mentoring on specific financial issues.

Havel Accounting assisted Capitalflow Commercial Finance with the development of the financial systems necessitated by an independent start-up banking institution specialising in invoice discounting and asset backed finance and linking those systems with a new central general ledger for the purpose of extracting their financial statements.

A change management expert, John Havel has considerable expertise in the repositioning and financing of mature and declining enterprises, working with local management to provide the prerequisite insight and drive necessitated for strategic change.

John was the Managing Partner of Havel Accounting, an accounting practice, aimed specifically at providing both Business and Financial direction to SME sized Companies and sole traders.John is a recognised specialist in Islamic Finance within the Islamic Community of Ireland. He is a founding member and current Director of the Islamic Finance Council of Ireland, and holds both Diplomas in Advanced Finance from the Irish Management Institute and a Diploma in Islamic Finance ( CDIF ) with… Show more John was the Managing Partner of Havel Accounting, an accounting practice, aimed specifically at providing both Business and Financial direction to SME sized Companies and sole traders.John is a recognised specialist in Islamic Finance within the Islamic Community of Ireland. He is a founding member and current Director of the Islamic Finance Council of Ireland, and holds both Diplomas in Advanced Finance from the Irish Management Institute and a Diploma in Islamic Finance ( CDIF ) with the Chartered Institute of Management Accountants.Services provided by Havel Accounting include:- Specialist in the provision of Islamic Finance and advising on Shariah compliant economic activities.- Preparation and audit of Year-End Financial Accounts for SME's.- Preparation of Management Accounts.- Company Secretarial & Compliance.- Business Development and Working Capital Management, incorporating Financial Planning, Bank and Grant Applications.- Human Resource Management, incorporating staff training, development and remuneration schemes.- Procurement Management.- Development and Installation of Accounting Systems.- Preparation and Submission of all Tax Returns to Revenue and Provision of Tax advice.- Liquidations, Receiverships, Examinerships and Corporate Recovery.- Forensic Accounting & Litigation Support.- Personal Insolvency. Show less

John has extensive experience and knowledge of the print and paper sector, having been the Managing Director of Max Paper Limited, an independent Irish owned paper merchant and Managing / Finance Director of a multinational paper manufacturer and distributor. In addition, John has been the Chairman of the National Association of Paper Merchants for a 3 year period.

John was the Finance Director of The James McNaughton Paper Group ( Ireland ) from 1984 to 1999 and Managing Director from 2000 to 2009. James McNaughton Paper Group ( Ireland ) was then a subsidiary of M-Real, a publicly quoted company with an annual turnover in excess of € 2 billion.In 2009, the company had a turnover in Ireland of circa € 35 million with 10,000 product items, 500 customers and operated extensive facilities in Dublin, Cork and Belfast.As Finance Director… Show more John was the Finance Director of The James McNaughton Paper Group ( Ireland ) from 1984 to 1999 and Managing Director from 2000 to 2009. James McNaughton Paper Group ( Ireland ) was then a subsidiary of M-Real, a publicly quoted company with an annual turnover in excess of € 2 billion.In 2009, the company had a turnover in Ireland of circa € 35 million with 10,000 product items, 500 customers and operated extensive facilities in Dublin, Cork and Belfast.As Finance Director, John's primary responsibilities included :- The maintenance of the accounting systems, records, tax compliance and IT platform demanded by a publicly quoted company.- Working Capital and the Risk Management associated with a large client base.- Working closely ( several European Groups ) with European counterparts in the continuous design and implementation of a pan-European Accounting and Sales Management Information Technology platform.As Managing Director, John's primary responsibility was to oversee the development of the sales portfolio, it's positioning in the marketplace and a commercial infrastructure to support it:- Strategic Planning: to specifically identify and allocate adequate resources to new markets ( products and geographical areas ) and income streams. Similarly, to identify and divest declining markets and income streams.- Operational : to implement and manage all strategic directives including the sourcing and financing of the company's working capital and infrastructural investments. John had overall responsibility for profitability, cash flow management, operational procedures, IT development and human resources.- Working closely ( several European Groups ) with European counterparts in the development of Eastern European markets. Show less