Perform CFO-related responsibilities and business development in the alternative medicine sector. Taking the lead in designing a co-generation power plant.

Business expansion starting joint venture technology initiatives of 50 million NIS. Bringing in and representing foreign ITS companies in Israel.Managing large-scale ITS projects (smart cities/public transportation) while establishing goals, balancing planning, and actual control, recognizing needs as they arise, and offering quick fixes.Skilled at creating business models for bids and actual operations. Professional conferences Organization of new technology promotion, building a platform for collaboration between businesses and institutional investors.Tenders serve alongside, write, and publish tenders for government organizations, and accompany processes as they demonstrate a deep awareness of government procedure.

Leading reorganization procedures: manage through business cultural differences and site shortcomings to create business policies with transparency, daily cash flow and credit regulation with banks (building trust relationship). From negative results to 8% profit in just two years by cutting non-profit projects, incorporating new design standards, and narrowly focusing on core competencies.Agreements and negotiation stabilize operation including re-pricing of projects/contracts, feasibility studies and project implementation.Budget Management and control maintain low CAPEX, managing turnover of 40 m NIS and indirect turnover of 800 m NIS alongside consolidated financial statement according to Israeli GAAP.Tender committee member for governmental entity, including orderly committee, evaluation of offers and selecting a service provider.Regulation experience with authorities and governmental entities. Ministry of Industry, Ministry of Transport, the Israel Lands Administration, municipal authorities.

Setting up a company from scratch. Championed end to end culture change by designing first ever business strategies. Member of the Executive Board of Directors. Board meeting were held in Paris.Jerusalem light rail consortium taking part in establishing the operation company.Regulatory experience with the Ministry of Finance and the Ministry of Transportation.Raising Capital of 300 m NIS from insurance companies, banks and private investors.Expand market share, triple revenue within three years, boosted gross margin, business cooperation and implementation of efficiency program saving 15%.Gained corporate consensus for strategic decisions.Company acquisition, identifying market needs, applying SWOT and maximizing the company potential.HR responsibility for 300 employees, including policy formulation, new procedures implementation and improved work processes. Working alongside with union workers.Upgraded technology capabilities with centralized cutting-edge infrastructure; Insertion of New technology identify international solutions and integrated in the company while generating a high standard of services for our customers.Reporting Veolia group base on USGAAP and IFRS: financial reports, budget 5 years, SOX audit.