- Accountable for the overall period end close processes within Central Europe (including Poland) including overall timeline, review of all financial information and ownership of the periodic Balance Sheet Review process.- Responsible along with the CE Financial Controller for compliance to TGAP (Tesco Group Accounting Policy) for all Tesco Plc reporting whilst also responsible for all statutory reporting under local GAAP.- Primary contact for the auditors within CE. Managing the CE external audit relationship. Work with auditors to drive improvement in the audit processes and advise Group on saving opportunities prior to the annual group fee negotiation.- Working closely with colleagues in TBS Bengaluru, TBS Budapest, Tax teams and UK / Group teams as well as the functional control team to drive consistency and process improvement whilst supporting the move to a SOX/ICFR compliant control environment.- Responsibility along with Financial Controller to ensure Accounting papers prepared where relevant and to take the lead on Property related accounting including Lease Accounting- Leading a team of 18, with 3 direct reports across Hungary and Czech Republic.- Mentor the teams I work with (both direct and in TBS) to understand the underlying business activity and to make increased use of analytical review to ensure the financial data 'makes sense'.

- Business Partner for Operation and Business Plan Director and Distribution Director- Accountable for the work of 3 finance business partners, who were playing key role in success of business plan delivery on Online, Growth Channel, Blueprint developent, Distribution projects and Save to Invest initiatives- Providing insight into financial performance & the associated drivers and supporting/driving decision making by leveraging more insights from Cost To Serve (CTS)- Leading & coaching the team of 3, creating an environment that enabled the team to deliver against both their objectives and their broader career ambitionsKey achievements in this role: - Co-piloting the business in successful launch of new Express blueprint model - Introducing new tracking methodology of measuring cost inflation for GSNFR lines in cooperation with Group Procurement team

- Accountable for a finance team of 7 people with 3 direct reports (Working capital, Cash flow and Treasury team). The team was responsible for forecasting, budgeting, performance reporting and tracking.- Conducting monthly Cash governance meetings with CE Exec. - Preparation of Periodical Cash Pack for CE CFO for group Exec discussion.- Responsible for the professional work and development of my team members, also for hiring to the team in case of vacancy.Key achievements in this role: - Supporting the deal of selling a business unit with working capital insights and investigating the underlying VAT liability level. - Further development of working capital forecasting process (mostly Payables and Receivables models). - Translating Indirect CF forecasts into Direct CF view. - Advising on stock report reform and overseeing its development. The result is a more neat, logically more structured, more customer-friendly report.

- Business Partner for HU Managing Director and for CE Online Director and their teams.- Accountable for a finance team (3 direct reports) and for Polish finance business partner (the team is responsible for store performance reporting, store level sales budgeting).- Supporting strategical decisions with financial calculations, validating financial benefits of several business development projects.- Responsible for the professional work and development of my team members, also for hiring to the team in case of vacancy.Key achievements in this role: - Driving Hungarian petrol station shop model from finance side (inventing the pricing model, which is still in use).

- Finance Business Partner for CE Online Director- Aiding strategy reviews with financial calculations- Accountable for a finance team responsible for most of the financial matters of CE Online and other business streams (ie. financial reporting, period closing, high-level and bottom-up budgeting, business case and business project evaluation etc.)- Leading a team of 6 financial analysts (people across 4 countries)- Responsible for the professional work and development of my subordinates- Fostering financial Online report harmonization process for 4 CE countries- Leading change: coordinating teamwork to develop a more meaningful and more customer friendly weekly book for Online(ie. extending report with drill-down facility enabling option to filter to each business unit (store, county level)); also supporting my team to hand over the weekly process of creating this report to shared service centre.

- Intensive participation in developing common FP&A reporting processes for Central Europe after One Europe integration (integration of Hungarian,Polish,Czech and Slovak businesses into one business)- Business Partnership with Retail Director for Hungary- Analysing country performance (profitability, working capital, cash flow) and presenting it on periodic reviews to CE CEO, CE Finance Director and Country Retail Director- Forecasting profit and tracking risks and opportunities

- Managing weekly profit reporting, collating forecasts for trading profit outturn on a weekly basis, presenting results to the management- Overseeing the weekly comprehensive business report (Weekly Book)- Writing commentaries about weekly performance in the Weekly Book- Managing the period end closings for the whole P&L, consolidation of P&L lines, creating management reports for the financial director and the financial management team- Creating rolling forecasts, overseeing the forecasting process- Developing budget templates, managing budgeting process- Liaising with group and other financial areas regarding the weekly profit outturn, period closings and ad-hoc queries- Coordination of the company level Balanced Scorecard (Steering Wheel), consolidation of financial KPIs, liaising with other departments to get non-financial KPIs in a timely manner- Responsibility for the work and professional development of my subordinate

- Following-up the financial impacts of operation plans, briefing the management about the financial results of these- Managing the period end closings of one of the main P&L lines compressing more than hundred General Ledger lines (eg.: store expenses, energy costs)- Developing a more sophisticated and more transparent budgeting method on store expenses- Innovation of weekly cost tracking on such a P&L line that had not been controlled earlier- Continuous liaising with other departments in connection with closings, planning and business projects- Variance-analysis (quantifying volume- and price change impacts)- Responsibility for the work and professional development of my subordinate

- I was in the same role (Retail Finance Analyst) but simultaneously participated in the Trainee Program- One month practice in retail- Beside my standard works I had the opportunity to get to know more about how other finance teams operate

- Preparing weekly and monthly standard reports and ad-hoc reports for the purpose of informing the management- Developing new reports and improving existed ones- Providing and improving Balanced Scorecard report (Steering Wheel) for the management - Active role in period closings (especially in store expenses and payroll)- Planning the budget of store expenses, energy costs at high-level and at store level (for more than 200 stores)