The biggest distribution company in Grupa Azoty responsible for sales of artificial fertilizers and crop protection substances for agriculture. Operating revenue of PLN 400M, 150+ employees.Managing Director & CFO:• responsible for strategic and operational managing of the whole company• set up new sales policy and developed sales department together with credit risk assessment and new commission scheme resulting in 60% margin increase• planned and executed the legal and operational merger of two companies within Grupa Azoty to create nation-wide distributor• introduced the cost optimization program to benefit from synergies arising from the merger

Financial and tax advisory, restructuring, cost optimization.

Privately held energy retailer targeting SME market. Equity invested PLN 8M including TFI Opoka (private investment fund). Customer base of over 8.000, total gross margin over PLN 25M, 70+ employees.Responsible for strategic and operational management of the company in areas: finance, trading, legal and administration. Working closely with sales to develop products and build commission and motivation schemes. Overall financial management of the company including cash flow. Directly responsible for investors’ relations and cooperation with financial institutions. Board member till April 2016.Achievements:♦ I gained experience in developing start-up project aiming in rapid growth and customer acquisition – responsible for the legal and financial aspects of the company setup including obtaining the license for trade of energy from Energy Regulatory Office.♦ Management team member responsible for setting up business strategy and transferring strategy into operations including sales strategy and targets.♦ I build up from scratch the in-house collection function including creation of the provisions in sales contracts, forming the debt collecting procedures, recruiting and supervising the key personnel and setting up motivation plans – as a result the overall bad debt ratio is below 1% in B2B.♦ I designed and brought into life the finance function of the company including recruitment of key personnel, creating procedures and controls, and setting easy-to-track management reports.♦ As the person responsible for a compensation policy and commission and bonus schemes, I introduced elements of Value-Based Management (KPI’s and reporting of performance) what resulted in a flexible and cost-efficient organization of 70+ people.♦ I was responsible for preparing and execution of short and long-term financial plans and budgets and learned how to deal with stakeholders’ expectations. Able to gain additional bank financing based on first full year financial statements.

Energia dla Firm is the largest non-incumbent energy and gas seller in Poland with operating revenue of PLN 400M. Annual volume of energy delivered over 1 TWh (ca. 2% of SME market in Poland).I joined Energia dla Firm to re-organize and develop the finance function and introduce processes and procedures facilitating the fast growing company. The main areas of my responsibility were: accounting, taxes, controlling, collection, legal and administration. I was working closely with investors as well as with financial institutions and auditors. Also responsible for managing financial and operational risks involved in energy trade on the stock exchange. Member of the board of directors responsible for strategic planning. Reporting directly to CEO and owners.Achievements:♦ I built up from scratch Accounting&Tax department including relocation of existing people to Warsaw, recruitment of new staff including Chief Accountant, setting new roles, procedures and authorization levels.♦ I implemented new functional accounting system (CDN XL) and new chart of accounts with cost centers for easy tracking of crucial financial data.♦ I reorganized controlling function and introduced budgeting process to create short and mid-term financial prognosis engaging all budget owners together with controlling people. This helped Management to understand how to improve EBITDA.♦ I introduced elements of Value-Based Management (strategic sessions, KPIs & reporting, bonus schemes).♦ I improved the quality of collection by changing the approach to customers and setting smart targets to collection leaders. As a result the bad debt decreased by 60%.♦ I renegotiated the working capital loan with financing bank: doubled the amount and release the mortgage on owner’s premises setting up other form of collateral.♦ I worked with external auditors and legal advisors on four different due diligence projects aiming in company takeover resulting in two binding offers for the current owner.

Eniro is the owner of the Panorama Firm brand. At that time, it was the biggest yellow pages directory publisher in Poland with annual operating revenue of PLN 155M and over 1,000 employees.I was initially responsible for group reporting under IFRS, group policies compliance and management accounting involving budgeting, forecasting and performance measurement. Reporting directly to CFO and Management Board as well as to Group Controller in headquarters in Sweden. After Finance department restructuring, I was responsible for joint Finance teams: accounting & tax, and controlling consisting of 8 people.Achievements:◆ I coordinated the cost reduction program during 2006 – 2012 with proven record of success worth PLN 16 million in first 3 years.◆ I improved quality of external financial reporting - first clean audit opinion after qualifications in the past few years.◆ I implemented new accounting system (SUN) and new chart of accounts together with set of managerial reports for easy tracking of critical financial data on a daily basis.◆ I redesigned critical processes and introduced new procedures in finance department resulting in significant optimization of work and restructuring of large accounting, tax and controlling departments (50% of staff).◆ I participated in projects relating to new products introduction (switch from printed catalogues to online) and provided the cost effectiveness analysis for decision makers in the Board of Directors.

I started working for Arthur Andersen in 2001 right after graduation. After the combination of two practices: Andersen and Ernst & Young in 2002 I was promoted to senior consultant responsible for managing audit and advisory projects on clients’ site and overseeing teams of 2-5 people.I was engaged in audits of financial statements and reporting packages, prepared under both Polish and International accounting standards, of the biggest Polish and multinational companies from diverse sectors. I had also chance to participate in several due diligence projects, e.g. Unipetrol takeover by PKN Orlen.Achievements:♦ Working on assignments for the biggest companies as an auditor and advisor, gave me the broad experience in both: finance roles and running effective operations across different sectors.♦ I was engaged in audits of financial statements and reporting packages prepared under both Polish and International accounting standards that gave me a chance to challenge my university knowledge against real business environment.♦ I was responsible for high quality reporting under significant time pressure which taught me how to be goal oriented.♦ I had a chance to learn how to be an effective team member and how to be a leader of a project, as the work for EY was a continuous self-development.