FP&A Senior manager of EMEALA Subscriber business.

I was responsible for the coordination of the full I&E forecasts process within Software group on Europe level – a $6B-a-year business revenue wise. I report directly to IBM’s Software Europe CFO.My responsibility includes the consolidation and reporting of I&E actuals and forecasts, synthesizing data and communicating key messages around business performance and strategy and conducting special projects.I work with the extended team of country brand consolidators and Europe… Show more I was responsible for the coordination of the full I&E forecasts process within Software group on Europe level – a $6B-a-year business revenue wise. I report directly to IBM’s Software Europe CFO.My responsibility includes the consolidation and reporting of I&E actuals and forecasts, synthesizing data and communicating key messages around business performance and strategy and conducting special projects.I work with the extended team of country brand consolidators and Europe level analysts for each line as well as Sales Operations to understand business direction. Show less

Finance Consolidation Analyst, 2010, IBMI started as a support for a Finance Consolidation Analyst to the team of theStrategic Outsourcing Line of business Chief Financial Officer of United Kingdom &Ireland, IBM UK Ltd.In a short time I became a Financial Consolidator supporting Segment Executiveof a standalone unit at Strategic Outsourcing (cca $400M revenue per year – finance anddistribution sector clients).In 2012 I became a Financial Consolidator for the… Show more Finance Consolidation Analyst, 2010, IBMI started as a support for a Finance Consolidation Analyst to the team of theStrategic Outsourcing Line of business Chief Financial Officer of United Kingdom &Ireland, IBM UK Ltd.In a short time I became a Financial Consolidator supporting Segment Executiveof a standalone unit at Strategic Outsourcing (cca $400M revenue per year – finance anddistribution sector clients).In 2012 I became a Financial Consolidator for the whole UKI StrategicOutsourcing Business Unit ($1.1B revenue per year; clients from all sectors).In June 2013 I moved from Services to Brand environment. Currently I amsupporting UK & Ireland Software Group as a revenue consolidation analyst supportingthe Brand CFO directly.Finance reporting specialist - As a Consolidator, I took part of Revenue & GrossProfit Forecasting and Planning cycle and preparation of Finance roadmaps in severalviews. Based on the bottom-up roadmap, I advise to the Business Unit CFO and seniorleadership team the committed Forecast call on: revenue, GP% and PTI.Cost Subject matter expert - I became a Cost SME within the unit. I wascontrolling the fulfilment of the Profit Booster activities. I was capturing the cost take outactivities at account level, which were replicated to the other accounts at the unit.Reporting to the senior Client Services director of the delivery Organisation was vitalpart of the task.Debt management - I drove the standardization of the Debt and DSO Forecasting& Reporting process on Line of Business level. The process designed by me helped in theforecast accuracy optimizing the cash collection. During the given period of time theDSO decreased from 33.7 days to 25.1 days, helping with $6M more cash collected atgiven quarter end. Show less

Lean Six Sigma - IBM link Six Sigma with Lean Management to the most successfulmethod for process improvement as well as design: Lean (Six) Sigma The method isbased on a simple approach: repair it or do it right first time (DMAIC andDFSS/DFLS). Lean Sigma is a Management approach to run the whole enterprise whichtransforms performance and leads to sustainable change.LSS Green Belt (2013) - After the successful completion of the first wave, I wasasked to lead one of… Show more Lean Six Sigma - IBM link Six Sigma with Lean Management to the most successfulmethod for process improvement as well as design: Lean (Six) Sigma The method isbased on a simple approach: repair it or do it right first time (DMAIC andDFSS/DFLS). Lean Sigma is a Management approach to run the whole enterprise whichtransforms performance and leads to sustainable change.LSS Green Belt (2013) - After the successful completion of the first wave, I wasasked to lead one of the third wave Lean Six Sigma projects as a Green belt. The goal ofthe project is to map and redesign the process flow at Global Business Services FinanceCoE – Contract controlling to reduce the overtime during the month-end closing period.This project was successfully closed in June 2013 with $36k saving p.a. Alongside thedollar saving, the in-scope tasks across the supported countries were standardized andharmonized, reducing time spend on low value added tasks, enabling deeper analysis.LSS Yellow belt (2009) - As a Core team member of the first wave Lean SigmaGreen Belt project in the Bratislava CoE I had essential role in the success of the project.I was working closely to the Green Belt project lead to fulfil the requested steps andprepare every deliverable of the D-M-A-I-C method.The aim of the Project was to reduce the time spent & errors at accountingvoucher preparation in the Cost management team. In terms of the rejected accountingvouchers the result was reduction by 89% to 4.3 Sigma level; the process of Voucherpreparation was optimized and reduction of the defects by 18,2% was seen. The financialbenefit of the project was elimination of 0.62 FTE.I take part or led several projects:Consolidation Team Task StandardisationGross spend reporting projectProject of measuring the time spend on accounting voucherService Pool Reporting ToolPurchase Order ViewerSales Commissions Calculation Show less

Cost manager, 2008-2010, IBMI was hired to IBM ISC, s.r.o. as a cost manager supporting Italy. My task was totake over, standardize and train a new hire for the given topics. In addition to the giventasks, I was supporting several other project related activities as well.Task Management - Successful handover of 2 Head counts of Cost Management tasksfrom Italy to Bratislava (Cost pool management as per US GAAP, HW depreciation,Raised Floor, Maintenance cost… Show more Cost manager, 2008-2010, IBMI was hired to IBM ISC, s.r.o. as a cost manager supporting Italy. My task was totake over, standardize and train a new hire for the given topics. In addition to the giventasks, I was supporting several other project related activities as well.Task Management - Successful handover of 2 Head counts of Cost Management tasksfrom Italy to Bratislava (Cost pool management as per US GAAP, HW depreciation,Raised Floor, Maintenance cost charges, HelpDesk charges)Standardization of Cost management tasks using Excel & other system tools &templates developed by me. Due to the changes in the process the total unallocated costsin Italy were decreased from $150k to ~$2k per month. After the standardization thetasks can be covered by 1 HC, resulting in net cost reduction of 1 HC within the team.Project Finance support - I was also supporting a World Wide project between AT&Tand IBM related to the strategic outsourcing of networking part of the deals. I was a focalpoint of cost allocation and controlling in Italy.Team Management - I was responsible for the education of the entire Italy CostManagement team in Bratislava. Preparing education packs about the tasks performed,Business Controls and Project support. I was a boarding coach of every team member,being a focal point for Italy cost related matters.I was participating the in on-boarding newcomers education pack for the wholecost management team in Bratislava CoE (approx. 40 people). My responsibility was apreparation of the section delegated to the Technical skills & systems. Show less

I was working as a salesperson at V-Mobile, a small company focusing on solutions forcell phone owners, supplying them with accessories and parts.• Salesman – selling and customer care• Management of complaints• Inventory management - specifying the shape and quantity of stocked goods.• Responsibility for ordering reserves for 2 branch stores from several wholesalers