I was responsible for:- Ensuring the right level of alignment between Strategy drivers and implementation plans.- Reviewing Channel of Trade Framework / Market Plans in line with in-country strategy, i.e. analysis of the Mway market and relevant recommendations. - Development and evaluation of portfolio tools and analysis, to assess the profitability of the retail network both in the various distribution channels and in the individual site, as the basis for controlling the sustainability and development of the BP Retail portfolio.- Leading handling of the Capital Value Process for the retail sites and control of the internal Group Investments Assurance and Approvals Process in consultation with Finance. - Preparation and processing of required decision documents such ATNs/EFMs/SFMs- Profitability evaluation for capex option projects (DCF, CVP, Post Project Appraisals)- Ready-to-use creation, modification and maintenance of calculation models for profitability calculation of investments (e.g. DCF) with relevant consideration of trend analyses - Supporting underperformance sites revision - Helping and training network development staff with the profitability calculation, e.g. DCF / CVP / GIAAPs / DoAs.- Providing financial expertise and building relevant models for non-standard projects, i.e. during due-dilligence in M&A projects.- Supporting other projects with market knowledge, i.e. EV transition.

Started my role in Bovis Lend Lease, with main assignment being contract with BP, covering project management in all construction and maintenance activities. In 2013 Bovis Lend Lease was acquired by Aecom, with only limited changes to my tasks. Role ended in the beginning of 2015, when BP insourced all investment activities.As a performance manager my main responsibilities were:- managing the company’s finance and accounting process, control over the third party accounting and payroll services provider (function limited after takeover of Bovis by Aecom),- leading the commercial department, responsible for verifying and processing of all orders and invoices connected with current investment projects,- accepting payments, control over bank account,- preparing monthly financial and procurement reports on current construction projects,- control over budget realization on the current construction projects, preparing final financial summaries after the project is closedDuring this time I supported Bovis Lend Lease restructurization, process of takeover by Aecom and process of insourcing by the BP.

My main responsibilities:- manage team of 9 analysts and accountants, working for 7 Shell companies,- manage period end closing process, including planning and coordinating with sender organization, cooperating with other teams and managing the reporting team activities,- perform required controls,- provide the accounting knowledge to the team, act as subject matter expert,- effectively manage and develop team of financial analysts and accountants- decide on day-to-day accounting activities- build trust and confidence in cooperation with finance in the business- lead ad hoc projects- lead migrations to center

As a senior, I managed team on the audit project, up to 5 people, ensuring accurate and timely completion of the audit procedures. My role was to plan and realize field work on the audit, being the first line of communication with client, providing professional advice to my team members and auditing more complicated areas by myself.

Assistant in audit department, Senior since September 2005. As assistant 1 I was a member of an audit team, responsible mainly for substantive testing. After promotion to Senior, my role changed to become leader of a field audit team, working directly with client, coordinating small team (usually 2-3 people).