Reshma Mehta Email & Phone Number

United Kingdom

United Kingdom

Responsible for ensuring that the Corporate Audit Services team have the necessary methodology, tools and training to execute audit assignments in accordance with professional, state-of-art audit standards.Playing a key role in developing and embedding a continuous improvement culture across the team to ensure best in class performance.

 Carried out a risk assessments on the Edmonton & Wakefield SAP projects to ensure that the risks which materialised with the previous SAP implementation did not recur. This involved meeting with the VP Process Optimisation & SAP and the project team leads to understand the plan, identify where a risk could materialise and ensuring the team had mitigation in place. I regularly updated the tracker to monitor progress and I presented this to the Steering Committee, which included the General Manager of the GB business unit. Lead an investigation into a control risk within CMA identified by the external auditors. This involved understanding the process carried out by the CMA Team and recommending how the deficiency could be remedied. Due to the profile of this deficiency I had to keep the VP Financial and Internal Controlling, VP Internal Audit and VP Transformation and Business Support updated with progress. Reviewed and amended the process flows for Pensions, Payroll and CMA, validating these with the process owners. Ensured all controls for these processes were accurately designed, working with the business and SOX PMO to make any changes necessary to ensure audit compliance.

 Verifying Tableau reports against the design documents, identifying discrepancies and flagging these to the developers to resolve. Validating that the P&L reconciled to the published Management Report and investigating any variances. Consolidating Manufacturing and Warehouse P&Ls from each country to get a total company view, understanding reasons for variances against the prior MMF and Budget. Consolidating the results of the Compliance Monitoring Programme and recommending next steps to remediate areas where risks have been identified.

 KAIP was a joint Sales and Marketing and IT project to implement the Promax TPM application in all CCE countries and change the business routines related to this. Promax is used for the planning, management and evaluation of customer investments as well as for developing and tracking customer forecasts. It enables better decision making to optimise our investments, which amount to $5bn between Gross to Net Revenue. Leading the areas of As-Is & To-Be mapping, Reporting, Master Data, On Invoice Investments, the P&L and NPD. Led workshops with the countries to document their current way of working, mapping these against the future processes and identifying the scale of change required for a successful implementation. Developed and delivered a reporting solution within a short time scale. I worked with the business to establish their requirements and then worked closely with IT using agile methodology to ensure the solution delivered these.  Gained in-depth knowledge about how the end user would use the tool to design new customer and product hierarchies which would facilitate the creation of investments in the most efficient way.

 Working in the European Sales & Marketing team on pack price & promotions strategy as well as the tools & processes which support these.

 SME for the SAP BPC Planning system, working with the European Team to deliver a total company systems solution for the long range business plans. Business expert in the new SAP reporting tool, responsible for rolling out usage of this as well as ensuring it was robust and fit for purpose. This involved finding solutions to ensure integrity of the data being reported.  Embedding the new Trade Spend Structure within the business to ensure all investment in our customers was correctly assigned, allowing analysis of where the total annual investment of £625m was being spent.

 Venue Supervisor (Basketball Arena) at London 2012 Olympic Games; Venue Manager (Royal Artillery Barracks) at London 2012 Paralympic Games. Leading a diverse team to achieve the core objective of 100% availability, 100% of the time of all our products under unique and challenging circumstances. Ensuring stock levels were maintained by performing daily stock counts and replenishing stock through the order management system.

 Leading the the transition of Pricing and On Invoice Discounts for 23k customers from the legacy BASIS system to SAP. This involved ensuring the pricing architectures were accurately mapped to SAP so customers were billed correctly after Go Live. Working closely with IT to build a solution which met the complex needs of the business whilst coordinating with the Billing & Reporting project teams to ensure a robust end-to-end process. Training the end users and providing detailed procedure documentation to enable them to carry out their roles in the new system.

 Business partner to the Trading Director and key financial contact for the Trading team, providing analysis and recommendations on key financial measures such as GP and OI Margins. Assisting the trading team in making commercially and financially viable decisions when new customer contract negotiations or renegotiations arose. I reviewed many proposals using both financial and non-financial criteria and made recommendations on how the deal could be amended to improve profitability. One such renegotiation was for Compass which was at -8% OI. I modelled various scenarios which ultimately resulted in a deal delivering +9% OI. As the accountant for the Full Service Vending channel, I provided analysis and support to the Vending side of the business. A key achievement during this time was leading an investigation which identified that the business had under-claimed £0.9m of VAT, which was subsequently reclaimed. Managing a part qualified accountant. Providing support & guidance to enable him to carry out his role and aiding his career progression.

 Period end reporting completed for Channel and Sub-Channels to enable visibility and understanding of their numbers, which was presented at monthly meetings. Created a new reporting structure for P&H using sales in and sales out data, which allowed full and accurate variance analysis, providing greater clarity for the indirect accounts.  Promotional evaluation process set up within the Delivered team to measure effectiveness of promotions run within the accounts, allowing BDMs to change promotional mechanic to drive greater rate. Created Dead Net Schedules for Wholesale to evaluate promotions for the Marketing department. This was then amended for use in the budget process.

 Reporting key financial and sales data to senior management on a monthly basis, including calculation of KPIs. Preparing the 2005 and 2006 OPEX budgets; involved liaising with senior managers of each cost centre to determine accurate costing. Responsible for maintaining the fixed asset register, including calculating and posting monthly depreciation charges for assets such as buildings and computer equipment. Responsible for payment and receipt of intercompany trade via CitiNetting. Managing accounts payable staff to ensure invoices and employee expenses were processed accurately and in a timely manner. Assisting external auditors carry out their quarterly and year end reviews.