To increase efficiency and promote a better alignment with the international structure, the Accounting, Tax-in-House and Reporting areas were reorganized under a single Finance Direction, and I became responsible for the overall team. Under this new role, I’m responsible for managing the financial department of the company, which includes the financial accounting, treasury management, corporate taxes, business incentives, management control, internal controls, planning & reporting and business finance areas.

Along with the election of a new Executive Team, several internal areas were restructured and the Control, Planning & Reporting department was separated from the Financial Department and became an autonomous direction, reporting directly to the COO. As Control, Planning & Reporting Director, I had the responsibility of supervising all operations regarding planning, analysis, financial reporting, back-office business operations, internal controls, working capital management, activity based costing and reporting to main stakeholder, such as the Executive Committee and the Function and Business Unit Leaders.

In this year, Deloitte Consulting was acquired back by Deloitte – merge between Deloitte & Touche and Arthur Andersen – a firm which had already a 2000 person structure and several different businesses, such as audit, tax consulting, merger & acquisition, risk advisory, accounting outsourcing and business & technology consulting. This change coincided with an huge internal financial transformation process of all enabling areas, which resulted in the creation of the company’s shared service center. Soon after the collaboration with the external consultant team that was responsible for this project, I became responsible for the Planning & Reporting team, reporting directly to the firm’s CFO.

To supply the business information needs, both from the business leaders as well as the stakeholders, the firm created its own accounting department. In this role I had to manage all finance functions (accounting, treasury, taxes), planning & reporting, as well as bridging with the company’s external structure. In this stage I had two reporting lines, a local one towards the business unit leaders and am external one, towards the EMEA CFO.

Deloitte Consulting was a spin-off of Deloitte & Touche’s consulting business. It started as a 20 persons team operating in a fast-growing environment and it reached 200 persons in just a couple of years. In this assignment my main roles were to perform all the internal financial controls, planning & report as well as liaison with the external accounting outsourcer, reporting directly to the business unit leaders.