| EXPERIENCE |
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| 08/2009 – Present |
Global H2O |
Kampala, Uganda |
| Managing Director, Founder |
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- Provide clean water sources to those in need, through construction of wells, rain harvesting facilities, and spring boxes
- Contract with organizations in developing countries to identify where we can significantly improve lives in a short period of time, with minimal expense and complexity
- 1st project completed in Feb 2010, bringing clean water to over 1000 people in Lobyec, Kitgum Region, Northern Uganda
- Board of Directors recruited, country leads for Germany, Austria, Switzerland, Italy, and Japan recruited
- IRS filing for 501 C 3 status completed, incorporated in North Carolina
- www.GlobalH2O.org
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| 01/2008 – 12/2009 |
Mobile Telesystems (MTS) |
Russia, Moscow |
| Group Director Reporting, Planning, and Analysis |
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- 8 Countries, 10 currencies, three languages, over 12 billion USD revenue with 50% operating margin and 87 million active customers.
- Responsibility for 270 people, 25 under direct management
- Developed senior managers & established and trained team
- Designed and implemented end to end planning and controlling processes. From strategic planning, business planning, budgeting to individual target setting, forecasting and adjustment of targets based on newly implemented rolling forecast.
- Management Reporting refined
- Cost cutting of Operating Expenditure targeted at $250 million via cost optimization project initiated in RPA team
- Oversaw strategic sourcing project- targeted saving of $200 million
- Margin management, tariff rationalization & commercial benchmarking also initiated
- Activity Based Costing Project implemented in Russia, Ukraine, Belorussia, Armenia, Turkmenistan and Uzbekistan. Value Added Services analyzed based on allocated overheads
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| 5/2006 – 12/2007 |
British Telecom Global Services |
Brazil- Sao Paulo |
| Region Finance Director |
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- 22 countries, 25 currencies, 27 sets of books, three languages
- Managing up to 45 people- Hired and trained the entire financial management team
- Established core financial processes (Reporting, Planning, Analysis, Budgeting)
- Managed the creation and establishment of accounting & payroll systems
- Managed the creation & establishment of chart of accounts, cost centers & project codes
- Created international interface on bids, delegation of authority and budget movement
- Managed the first positive EBITDA year ever for the region and established a base to turn the region around to a net BTGS contributor (from -1.0 mio GBP to +1.7 mio GBP)
- Responsible for 700K GBP reduction in annual recurring OPEX
- Reduced A/R from 70 Days Sales Outstanding to 55 DSO- improved working capital
- Managed year end close, audits (internal and external) and transition to new year
- Undertook first audit of the region- uncovered frauds and corrected vendor set up processes
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| 2/2005 – 5 / 2006 |
British Telecom Global Services |
Germany- Munich |
| Director Commercial Business Operations Worldwide- Wholesale Business |
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- Managing 25 people (4 teams, Business Improvement, Sales Intelligence, Business Unit Intelligence, and Information Management)
- Prepared of presentation materials and analysis for budget approval
- Developed Sales Revenue & TOV Budgets – Sales & Finance exercise (Bottom up)
- Established OPEX budget- Sales & Finance exercise (Bottom up)
- Managed Reporting & Feedback for Revenue and Cost targets
- Quota setting & ongoing alignment
- Weekly reporting & analysis of channel / country performance (Siebel & Validated OI, Pipeline, Siebel Data Quality)
- Monthly Reporting & Analysis of Sales performance (Revenue, Opex, HC, Siebel & Validated OI, Pipeline, CCH, Siebel Data Quality)
- Single Point of Contact for Finance & Billing, HR, Products, Sales Directors
- Managed Projects relating to Sales (Siebel, Contract Clearinghouse, SOE)
- Developed Systems for Reporting and Analysis purposes, Establish Web Reporting Tools, and Tools for Performance Improvement/ Performance Management
- Program Management, Communication and Training & Development responsibility
- Total revenue under control- ca. €1698 mio / ca. Margin €500 mio with an SG&A of ca. €56 mio and HC of 278 people
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| 5/2003 – 2/2005 |
British Telecom Global Services |
Germany- Munich |
| Head of Sales Planning & Analysis Worldwide- Wholesale Business 8/2004-2/2005Head of Sales Planning & Analysis Worldwide- Corporate Business 5/2003-8/2004 |
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- Recruited and managed an international team of 8 (6 Analysts, 1 Project Manager, 1 Systems Manager)
- Developed, implemented and led the agenda for CB Finance
- Prepared of presentation materials and analysis for budget approval
- Developed Sales Revenue & TOV Budgets – Sales & Finance exercise (Bottom up)
- Established OPEX budget- Sales & Finance exercise (Bottom up)
- Manage Reporting & Feedback for Revenue and Cost targets
- Quota setting & ongoing alignment
- Intra-country budget shift approval
- Weekly reporting & analysis of channel / country performance (Siebel & Validated OI, Pipeline, Siebel Data Quality)
- Monthly Reporting & Analysis of Sales performance (Revenue, Opex, HC, Siebel & Validated OI, Pipeline, CCH, Siebel Data Quality)
- Single Point of Contact for Finance & Billing, HR, Products (FCST), Solutions (FCST), Sales Directors (Reporting)
- Managed Projects relating to Sales (Siebel, Contract Clearinghouse, SOE feedback)
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| 1 / 2003 – 5 / 2003 |
Bristol Myers Squibb |
Germany- Munich |
| Revenue / Margin Controller DACH Region |
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- Prepared the monthly P&L for the region
- Established revenues controls for month deviation analysis and forecasting
- Responsible for Foreign Exchange analysis and management of currency risk
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| 6/2001 – 12/ 2002 |
Group 3G- Quam |
Germany- Munich |
| Director Marketing Planning & Controlling |
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- Tasks achieved include the development of Planning & Controlling from the ground up, hiring and training of entire department (6), process definition for entire marketing area, development of cost and headcount planning & controlling, coordination of all marketing activities for commercial launch (7 months), revenue planning developed, pricing development and financial base for financial analysis of all new products and services
- Analyzed of in market promotional & bundling activities and new product development
- Acted as the interface btw Sales, Business Planning, Strategy & Finance for Marketing
- Provided Board of Directors with information to steer company strategy discussions
- Established organizational changes and reasoning when needed
- Projects included UMTS product analysis, strategy development from launch to UMTS, and improvements in the revenue management system
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| 5/2000 – 1/2001 |
12Snap AG |
Germany- Munich |
| Director Controlling |
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- Responsible for the development of controlling from the ground up
- Tasks achieved included the implementation of a Headcount Planning and Controlling, interim budget, first company budget, preparation of the business model for VC Rounds, structure and timing of reporting routines, and establishment of cost controlling tools
- Developed first set of Chart of Accounts and Cost Center structure as well as the Accounting/ Controlling Handbook.
- Acted as the interface between the Board of Directors and local management to communicate and realize financial and budgetary goals
- Key financial interface between finance and technology. Financially modeled technology investment needs (hardware, software, and development)
- Provided Board of Directors and Supervisory Board with information to steer company strategy discussions. Activity Based Costing project implemented resulted in significant learnings to redirect company strategy
- Developed initial understanding of revenue and margin split with the auction manager
- Responsible for the hiring and training of two graduate students from local universities as Financial Analysts
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| 10/1999 – 5/2000 |
Dell Computers |
Germany- Langen |
| Senior Financial Analyst |
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- Responsible for the P&L, Budget, and Forecast for Dell in Germany and Austria. This included capacity planning, revenue management, cost controlling, and setting targets. Business grew from 270 mm USD to 450 mm USD.
- Designed and created the revenue management systems. Improved the understanding of product mix changes, reaction time to weak links in sales force, reaction time to credit clearance issues, and information base for strategy development.
- Implemented Channel P&L reporting for Germany and Austria.
- Direct Home Sales Channel evaluated for Global Learnings Exchange.
- Developed and established business routines in planning, controlling, and reporting procedures in Central Europe. Maintained company results reporting.
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| 11/1998 – 10/1999 |
The Coca-Cola Company |
Austria- Vienna |
| Senior Financial Analyst |
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- Pricing Strategy Development- Worked closely with our bottling partner and research groups to create a model for estimating net P&L and volume effects on price changes in Austria. Established base for 2000-2002 Business Plan.
- Oversaw Reporting Requirements- Maintained company results reporting (actual and full year estimate), maintained trademark contribution data, developed reports on bottler and competitor profitability.
- New package and product launches. Estimated and evaluated system profitability. Worked with bottling partner to attain aligned and profitable decisions on new packages, products, promotions and other initiatives.
- Represented Austria Region on financial matters in the absence of the Finance Manager.
- Ad hoc support of the Finance Manager, the Central European Division, or Headquarters as needed.
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| 11/1997 – 10/1998 |
The Coca-Cola Company |
Austria- Vienna |
| Business Analyst |
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- Led Multi-Functional Projects to develop management analytical tools:
- Price and economic effects on company sales, market share and consumer affordability issues, Economic data development in conjunction with Planecon, Economic Data Provider
- Created Cold Drink Equipment Business Model for support of capital investment decision and negotiation with our bottling partner
- Created Division Daily Sales Report including variance analysis and forecasting for day-to-day management of business.
- Actively contributed to Senior Division Management Presentations for chief executives.
- Provided analysis across departments, functions and borders using historical data, current events, industry news, and economic development to support strategy revision and destination plans for the Central European Division.
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| 8/1996 – 9/1997 |
Creditanstalt Bankverein |
Austria- Vienna |
| International Treasury Controller |
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- Established Risk Management Controls for Treasury in Central Europe and Asia.
- Monitored and controlled all Treasury positions for all affiliates and subsidiaries.
- Produced management reports, created budgets and forecasted expected results.
- Developed steering tools to analyze and evaluate new areas of business as well as current activities (Profit-Loss-Cost Variance).
- Project creating a centralized Treasury database to improve data quality, to streamline risk management, profit and loss reporting, and to reduce manual re-keying of figures.
- Project building a Treasury Controlling Group in Budapest- included training employees, implementing controlling systems, and establishing procedures for reporting.
- Established interest rate risk management system in Ljubljana in January 1997.
Training rotations in Prague, New York, London, Warsaw and Vienna.
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