Thomas Ravnsbaek Andersen Email & Phone Number

Vienna, Austria

Vienna, Austria

Director Advisory, Head of Finance Transformation

Vienna

Senior Manager Advisory, Head of Enterprise Performance Management • Leading a team of 12 highly qualified individuals, offering consulting services from controlling review and optimization (planning, budgeting, reporting, forecasting) to tool implementation• Leading the future of finance initiative Steering of the Future. State of the art steering model, integrating financial as well as non-financial (ESG) dimensions. Generating business insights for proactive steering leveraging predictive analytics• Strong industry focus on Oil & Gas having led various projects (finance and digital) for an integrated oil & gas company

Vienna, Austria

• Responsible for the strategic, cultural and operational deployment of Operational Innovation (OI) across East Central Europe (ECE), covering 41 managed and owned properties representing 9 brands across 12 countries • Delivering benefits of $2.3mln in 2015-16 through operational and functional process improvements leveraging Lean Six Sigma and Innovation tools• Driving an OI community of ~70 individuals across the region • Ensuring all OI projects and activities are aligned with business objectives • Delivering various workshops as well as Green Belt training• Project lead on Divisional & Regional projects• Responsible for yearly budgeting and resource planning for OI, including review of all hotels in ECE

Vienna, Austria

OMV is an integrated international oil and gas company active on four continents. Group revenue in 2013 was ~€42bln. Main responsibilities of Corporate Controlling are the planning, steering and control of all businesses. My responsibilities included:• Responsible for developing monthly reporting of Group net working capital in order to increase transparency and understanding of the topic• Implementation and continuous improvement of net working capital forecast in cooperation with business segments• Developed quarterly reconciliation between net working capital movements and cash flow impact for the Group• Screening, assessment and implementation of working capital optimization measures• Reviewing and challenging business segments on their submitted business plan for net working capital• Provided support and guidance to Head of Finance Process Management in design of Group Continuous Improvement approach

The Hague Area, Netherlands

Shell Upstream International Unconventionals (UIU) is active exploring for shale gas & oil with annual investments of >$1bln. The vision is to build a strong portfolio, which will be a cash engine for the group. My main responsibilities were:• Coordinating business planning for the Upstream International Unconventionals (UIU) portfolio with an annual capital investment plan of ~$1.4bln • Analyse, prepare and continuously develop quarterly appraisal pack for Executive Vice President UIU• Established value tracking mechanism for investment proposals• Developed process to improve latest estimates of capital investment vs. budget across UIU• Balance sheet reviews of the UIU portfolio• Budgeting of central cost related to UIU• Appointed as executive assistant to the UIU leadership team

The Hague Area, Netherlands

The Finance Continuous Improvement team supports the Finance Function in Shell (>10,000 staff) to achieve top quartile performance through structured continuous improvement initiatives delivered using Lean Sigma• Project management expert supporting the Finance function in Shell (>10,000 employees) to achieve top quartile performance through structured continuos improvement initiatives utilising Lean Sigma• Project lead: End-to-end Hydrocarbon Management cash acceleration for Supply & Distribution Shell South Africa. Cash acceleration of $80mln resulting in ~$0.5mln opportunity cost saving (annualised)• Project Lead: End-to-end Requisition to Pay reduction in overdues for Infrastructure Sourcing Programme suppliers. Improvement in payment performance from 68% on-time payment to 90%• Co-lead on implementation of Process Analytics tool in the Offer to Cash Process. Roll-out in close co-operation with IT and Process Owner to ensure alignment to strategic value drivers• Training delivery and coaching (Process Analytics and Lean Sigma Green Belt)

The Hague Area, Netherlands

Shell Upstream International Europe 2010 revenue was about US$ 24bln and the region employs about 200 finance staff spread over 7 locations• Developed and maintained Upstream International Europe (UIE) Commercial Quarterly Business Performance Review pack covering revenue of ~$24bln. The pack was recognised by the Executive Vice President Commercial, as best practice example and replicated across the Group.• Lead on migration scoping of activities in UIE Revenue Controlling incl. among others process mapping and Fit/Risk analysis• Drove financial integration of 3 Joint Ventures from Gas & Power (separate division) into Upstream Europe following organisational restructuring in 2009• Provided support to Regional Decommissioning Security Agreement Controller in risk based analysis to estimate exposure of divested assets in the North sea as well as required security for newly divested assets• Developed monthly Management Information deck for the Commercial Revenue Controlling leadership team

Stavanger Area, Norway

Norske Shell A/S generated a fifth of Shell Europe’s equity production (~160 kboe/d) in 2009• High quality and timely monthly and quarterly reporting of Norske Shell Exploration and Production results with strong focus on main KPIs being; Production, Opex, Capex and Expex • Business Planning, incl. single owner of Business Plan 09 Financial submission for A/S Norske Shell • Led Migration of Norske Shell EPs Sigma activities (monthly and quarterly reporting) to SBSC Krakow• Developed and maintained dashboard to track overview of ESSA/Migration projects across the UIE Controllers organisation delivering the Finance Functional Plan (cross-department project)

Vienna

During the summer 2007 I was employeed as summer trainee at Raiffeisenlandesbank Niederösterreich-Wien, where I was working in the Treasury department within Asset Liability Management. Among others we were dealing with strategic asset allocation in the bank, gap management, and risk management.

Copenhagen Area, Denmark

During my studies in Denmark I worked part time by IBM Danmark A/S. Here I was employeed in Operations for Nordic Software Group Services analyzing key performance indicators.Sometimes my name gets misspelled: Tomas, Anderson, Anderssen, Andersson

Master’S Degree, M.Sc. Finance & Strategic Management

Exchange Student, Finance

Bachelor’S Degree, B.Sc. International Business

Exchange Student