Leadership & Corporate Governance• Leading the corporate security organization across 40 countries (from Pakistan to Europe) with 97-105 people. Controlling the group-level security budget.• Governing the work of the Group Security Operation (Physical & Technical Security, Crisis and Continuity Management, Travel Security, etc.) and the Group Anti-Fraud and Investigation units.• Leading MOL Group’s Crisis Operative Committee (15 business managers internationally) and… Show more Leadership & Corporate Governance• Leading the corporate security organization across 40 countries (from Pakistan to Europe) with 97-105 people. Controlling the group-level security budget.• Governing the work of the Group Security Operation (Physical & Technical Security, Crisis and Continuity Management, Travel Security, etc.) and the Group Anti-Fraud and Investigation units.• Leading MOL Group’s Crisis Operative Committee (15 business managers internationally) and directly reporting its results to the Chief Executive Committee. Shaping the crisis management strategy and safeguarding business continuity during the pandemic.Strategy and Organizational Development• Developing and executing a corporate security strategy in alignment with MOL’s 2030 business objectives. Successfully coping with country-specific security challenges.• Led the organizational redevelopment and implemented a service-based security approach, which resulted in more efficient use of security resources.Security and Risk Management• Deploying new value-added services and improving existing security competencies - implementing cutting-edge security innovations to provide the greatest security with the lowest cost possible.• Transforming the classic security operation into a progressive service-based organization. Working towards a prevention-focused, technology-based, guardless protection phase.• Supported the annual turnaround process of the Hungarian refinery. Provided anti-fraud service and pointed out process deficiencies. Developed a comprehensive security assessment and presented risk evaluation findings, which can lead to an average USD 22 million saving during similar turnaround processes.• Saved tremendous costs on procurement by unifying the security procurement process and directly negotiating with manufacturers, resulting in a 40% group-level saving annually. Made a huge step towards an integrated group-level security system. Show less

• Provided security and loss prevention in 6 countries regionally (managed 23-35 people) - cooperated with relevant business departments and liaised with internal stakeholders.• Participated in strategic planning and proactively took over executive reporting, then gradually evolved into the Group Security Director role. Started to cover group-level responsibilities without a formal mandate. Reported to the group CFO directly.• Led the evolution of a regional operation model… Show more • Provided security and loss prevention in 6 countries regionally (managed 23-35 people) - cooperated with relevant business departments and liaised with internal stakeholders.• Participated in strategic planning and proactively took over executive reporting, then gradually evolved into the Group Security Director role. Started to cover group-level responsibilities without a formal mandate. Reported to the group CFO directly.• Led the evolution of a regional operation model. Reshaped the organization and established a new organizational structure. Began to embed a new security mindset within MOL. Show less

• Established a progressive security operation according to western standards. Built a regional operating model from the ground up. Led a 50 people team.