Head of Internal Control for medium sized energy company. Responsible for implementing a comprehensive internal controls program in accordance to the COSO 2013 framework in addition to managing the group's Enterprise Risk Management program.Role implies involvement will all levels of seniority at the company, including regular updates to Senior Leadership, Board of Directors and Audit and Risk Committee.

Established first Global PMO for Bacardi, implementing a global prioritization process to align initiatives to strategic objectives. Managed corporate program portfolio, introducing global standards for project management, with emphasis on cost/benefit tracking and internal control, improving accountability and project performance.Program Manager for two major restructuring projects that transformed the way Bacardi works, reducing overhead costs by $150M. I was responsible for overall program management, as well as being the lead on the Finance transformation stream.

Global responsibility for company’s Sarbanes-Oxley program and internal audit. Achieved 30% reduction in external audit fees, while improving the effectiveness and efficiency of internal controls.Successful SOX implementation for new single ERP (SAP). Launched global savings program ‘Fuel the Growth’.

Responsible for implementation of Financial Module in single instance global SAP project.As part of the Record-to-Report team, responsibilities included implementation of SAP for General Ledger and Chart of Accounts, as well as general process reengineering for the Finance function worldwide.

After implementing Sarbanes-Oxley for one business unit, went on to lead the SOX and internal control program for all of Bacardi’s European subsidiaries (11 units across 8 countries).

Project Manager for several Finance initiatives, including:- Sarbanes Oxley Act (SOX) implementation for main trading company in the Bacardi Group with over one billion USD turnover and 150 employees in Geneva.- SAP Strategic Enterprise Management (SEM) implementation. Achieved implementation of SAP SEM global budgeting tool, a game changer for Tradall’s strategic planning process.

Responsible for full financial management of four local distributors in addition to previous responsibilities (see below).Main objectives accomplished Regional IT platform design and implementation. Initiated regional project implementing SAP SEM solution, subsequently adopted by the group on a worldwide basis.Managed ERP implementation in Malaysia – MS Navision.Integration of business processes with the region’s main supplier and trading structure change.Improved budget process after extensive review, resulting in full process reengineering.

Coordination of Brand Owners’ A&P investment, sales and pricing.Brand/Market profitability analysis. Preparing marketing plans and budgets.Competition, consumer, demographic and distributor analysis.Main objectives accomplishedImplemented A&P tracking procedures region wide.Transfer Pricing: Policies, analysis, price review.

Independent handling of customers worldwide and special projects supervision.Secured distribution agreements for company’s exclusive products.Successfully led exhibitions and trade shows both in Hong Kong and abroad (measured in terms of number of new customers and sales value achieved).

Internship in Madrid sourcing products from Far East, managing logistics and import documentation.Followed up by a second placement in Hong Kong to set up operations for the Spanish company and liaise closely with suppliers, developing new products, supervising production, and ensuring quality control.