Responsible for full EMEA P&L, turnover of USD 0,9 bn. Leading and developing a team of 27 managers and analysts supporting the EMEA HQ, Commercial and SG&A organization across 23 countries. Part of site leadership, acting as Legal Representative for the Hungarian entity. Key Achievements:• Creating the new Finance BP and FP&A organizational structure for EMEA. Setting roles and responsibilities that enable delivery of impactful financial insights to EMEA and Global senior management.• Developing best practices in reporting (PowerBI dashboarding), finance processes, planning and business partnering routines that support the business in delivering strategic & financial targets.

Responsible for full company P&L, Capex and NWC. Finding and enabling topline growth opportunities and delivering tight cost management (Opex/Capex) in both commercial and integrated supply chain in order to deliver short and long term financial targets (Revenue, EBITA, NWC) on a sustainable way. Continuous coaching of FBP team members in order to evolve their business partnering skills and driving the automation agenda within FP&A.Key Achievements:• Maximizing efficiency and creating synergies between commercial and integrated supply chain finance teams through the restructuring of the Finance BP and FP&A team.• Building a financial model that enables quick and precise financial evaluation of complex business strategy scenarios, including both commercial & integrated supply chain inputs. Creating different scenarios for delivery of long term ambitions.

Direct reports: 3 / Indirect reports: 7Responsible for commercial P&L up to EBITA. Delivering detailed yearly financial budget in line with company strategy and targets, responsible for giving continuous update on performance, highlighting trends / future risks & opportunities based on learning and relevant insights extracted from pre- and post-evaluation of commercial activities.Key Achievements:• Creating and embedding the new rolling forecast process and routines in order to continuously monitor delivery against financial targets. • Restructuring the financial reporting to highlight key underlying business drivers that affect financial performance.• Building relationship and driving partnership with several economy universities and professional bodies in order to build employer branding.

Direct reports: 2Responsible for embedding Revenue Management framework in Dreher, creating pricing strategy and delivering continuous course-correction pricing actions in order to maximize value extraction from the market in line with long term company strategy.Key Achievements:• Transforming Dreher’s price follower behavior into a price leader behavior in the market that enabled realization of pricing strategy and had significant positive impact on delivering yearly profit targets• Creating model for competitor’s P&L analysis that tracks category profitability and helps identify market trends and forecasts their impact on revenues. Through analyzing results creation of a successful 5 year strategy. • Delivering trainings to Dreher’s sales force (200+ sales reps and sales managers) on “How money is made” and on “How to improve profitability”.• Embedding revenue management tools (e.g.: Horeca Profitability Tool) and mindset in the organization. Sharing best practices within Global/European Revenue Manager community (e.g.: Revenue Plan - Tracking & Course Correction, Point system for sales reps).

Direct reports: 1Responsible for pre- and post evaluations of marketing activities based on ROI calculations; participating in full spectrum of planning and tracking process of activitiesKey Achievements:• Fixing invoicing issues of new Route to Market process (new sales-logistic system) in 2008 and created new stock managing routines in logistic department. (Project outside of role)• Evolving the role into a real finance business partnering that supports the Marketing / Trade Marketing in delivering business and financial goals.

Responsible for updating and developing regular volume based reports for sales team; participation in financial planning processes.Key Achievements:• Developing and implementing of ROI model for HoReCa outlet contracting that changed the metrics of contracting from volume to financial KPIs.• Supporting decision on fleet management tender with financial evaluation of entries (Project outside of role).