Hired as the Chief Sales Officer at T-Systems for my vast industry expertise and reputation for implementing financial and operation support to efficiently analyze customer segment and needs, and recommend targeted customer solutions that reflect best-in-class service. Responsible for creating a market segment-based business development and sales process that delivers on the company’s sales and growth objectives.Key Accomplishments: ► Reached high single digit revenue and order entry growth, double-digit growth in international markets, set up segment marketing function, and launched the first integrated product offeringDeveloping sales and marketing strategy, I developed and executed a sustainable growth strategy that includes an assessment of the industry, competitive analysis including trends, opportunities and threats, and market segment-based plans.

As Chief Financial Officer, I was in charge of Finance, Logistics, IT & Operations of the company. As a strategic executive and member of the management board I was primarily responsible for closely monitoring and supporting the company’s EBITDA turnaround program. With this goal, I developed a business focused finance and operations team to effectively support the sales teams and the top line growth of the company. I developed business focused reporting system, metrics and KPI's to help the management board in strategic decisions with transparent and timely information about company performance. Efficient and effective operation and continuous development of Logistics, IT & Operations was also a key factor to improve company efficiency and operation stability. Also, I was responsible for creating, analyzing and reporting financial statements for management. Coordinated preparation for external audits and filing of tax return and ensured proper maintenance of accounting records and documentation in compliance with statutory requirements and company policies.Key Accomplishments: ►Turned the EBITDA trend of the company and starting growth after several years of profitability decline.

In my role as Director, Strategic Asset Management, I operated the Asset management framework and activities, including Corporate Finance activities and Subsidiary Portfolio management, Treasury, Mergers & Acquisitions, Working Capital management and Partner settlements. The key challenges of this job assignment were to consolidate the subsidiary portfolio of the Group while pacifying the cooperation with the minority shareholders of the subsidiaries. Furthermore, to generate direct contribution to company growth via revitalized M&A activities and improved cash-flow through financial innovations and process improvements.Development and rejuvenation of these activities was an essential base and support for business growth. Key Accomplishments: ► Resultful M&A activities, streamlined subsidiary management and successfully drove financial innovations

In this job, I was responsible for setting up and developing a multi-functional shared service center of Magyar Telekom Group, covering and managing Financial, Accounting, Partner settlement and Operation support shared services. The key challenges of this job were to shake up the forebear company units, and give new perspective and motivation to the employees, while radically increase the acceptance and satisfaction level of the internal customers and reach considerable efficiency improvement. To reach the ambitious goals, I focused on streamlining the prevailing service activities through process improvements, and in parallel increasing the value add of the services and enriching the employee positions. I gradually repositioned the unit from a highly repetitive shared service function to a more knowledge based center of expertise with considerably higher added value to the company. In this repositioning, radical process automation, widening the scope of the provided service portfolio and introduction of the LEAN concept driven Continuous Service Improvement Process were key factors. Key Accomplishments:► Reached above 20% efficiency improvement while significantly increasing both customer and employee satisfaction. Achieved surging employee engagement as a result of considerable job enrichments, more active customer communication and feedback loops, and introduction of a Continuous Service Improvement Process.

My job capacity evolved around financial control of MT Headquarters operation, including core HQ, shared services, international PoPs, Wholesale and Corporate Development. This was a newly set up unit and my key assignment focused on setting up this new team with the goal to help streamlining the headquarter operations through strengthened financial control, creating operational transparency, measuring efficiency and initiating process improvements.Key Accomplishment:►Implementation of a benchmark based and focused controlling and reporting system, improved operational efficiency

As the Head of Business Planning, I orchestrated and developed the Strategic Business Planning and Operative Budgeting process of the Group. To drive the planning and budgeting successfully, required thorough project and process management skills, while driving collaboration and reconciliation of interests with Finance and other key stakeholders, including executive management, representatives of the mother company and internal operative management levels. I developed scenario and impact analyses and recommendations across different stakeholders of Group level Business Planning and Forecasting.Key Accomplishment:► Redesigned and streamlined the Group level planning and forecasting process and supporting IT systems. Well grounded, balanced, challenging but achievable plans and budgets.

In this job I was responsible for financial analysis and evaluation of company investment projects, ensuring financially feasible CAPEX utilization, financial review of Management Committee submissions and decision support for the CFO. In this position I made recommendations for the best utilization of the Company’s CAPEX resources and proposals on how to improve ROI and payback of the investment projects. Using my well established financial knowledge and modelling skills, I developed the financial evaluation model and standards of the Group. Some of my models became standards within the whole Deutsche Telekom Group internationally.Key achievements: ► Complete redesign of the standard financial evaluation model

As an Equity Analyst I prepared investor focused analyses of Stock Exchange companies from Telecommunication, Energy and Tourism sectors. This assignment covered the wide ranging tasks of following the company news and have personal contact with the companys’ Investor Relations (IR) department, developing financial models, formulating investment recommendations and publishing stock analysis reports to the public investors.