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Work Background
Mogo Auto Limited / Eleving GroupFP&A Manager
Aug. 2024Nairobi (Kenya) / Vilnius (Lithuania)Screened the Nairobi-based company’s financial health, in the form of a comprehensive analysis & presentation material, highlighting business trends and areas of weak performance. Took an active role in the budgeting process, introducing bottom-up planning in various P&L areas. Actively involved in the creation of the company’s cost center structure. Leading projects to improve the quality of financial reporting and introducing control processes in 17 P&L and Balance Sheet areas. Launched monthly operational reviews with business leaders of cars and motorbike financing and debt collection.
NokiaTransformation Lead (GBS FP&A)
Apr. 2021 - Apr. 2024Budapest, HungaryDirectly supported the Head of GBS (Global Business Services) FP&A with full personal responsibility for forecasting and variance explanations as well as managing and monitoring key cost-saving projects for a 180-strong organisational unit with a €7.5m budget. Reached the cost target in three consecutive years. • Coordinated the insourcing of all reporting processes from key BPO provider, leading to annual savings of €0.9m. • Managed the entire GBS FP&A Change Request process, covering new scope taken over from Business Group Finance. • Prepared monthly forecast of all GBS FP&A costs, actuals vs. budget, actuals vs. forecast analyses, scenario planning, presentations. • Active role in the annual planning / budgeting process, providing bottom-up views and what-if analyses.
NokiaFP&A Manager, Fixed Costs
Jan. 2018 - Mar. 2021Budapest, HungaryManaged a team, located in four countries on three continents, of Fixed Costs FP&A analysts / business controllers primarily focusing on R&D (Research & Development) and S&M (Sales & Marketing) OPEX of Nokia’s Business Groups (BG’s) globally. Harmonised and standardised key FP&A processes across the BG’s in the GBS (Global Business Services) organisation. Extended GBS coverage in those areas where work was still done in a non-centralised way. The Fixed Costs Team’s responsibilities included: • Monthly financial closing, quarterly forecasting and annual planning / budgeting processes • Preparation of various OPEX reports • Actuals vs. budget, actuals vs. forecast P&L analysis and variance explanation, identifying remedial actions • Finance Business Partner support for the operations teams
AIGRegulatory and Capital Reporting Manager
Jan. 2015 - Dec. 2017Set up and managed a team of six people, fully responsible for: • Calculation and reporting of the Solvency Capital Requirement (SCR) of AIG Limited Europe (headquartered in London) with £4.9bn Premium Revenue, the prerequisite for its operating licence, in accordance with the EU’s Solvency Il Regulations • Accurate preparation and timely submission of 20 different external returns annually, among others, to the UK's PRA (Prudential Regulation Authority), ONS (Office for National Statistics) and ABI (Association of British Insurers)
AIGFinancial Planning & Analysis (FP&A) Manager
Dec. 2012 - Dec. 2014Implemented and coordinated all FP&A processes in eight Central & Eastern European countries, a region with a combined annual Insurance Premium Revenue of $300m. • Budgeting, including the coordination between top line growth targets vs. local business opportunities and top-down operating expenses targets vs. run-rates. • Forecasting, variance explanations as well as expense saving and risk mitigation initiatives in cooperation with Country General Managers, local Finance Managers & local FP&A.
Hewlett-PackardFinance Manager, Central & Eastern Europe
Aug. 2009 - Nov. 2012Managed a range of Finance areas for a region generating $350m revenue in IT outsourcing. Led a HQ team of four people and a virtual team of six across the region. Oversaw and took charge of: • FP&A tasks – budgeting, monthly forecast cycles and month-end close cycles, including actuals vs. forecast variance explanations • Finance Business Partner support for the region’s Vice President (constructively challenging financials, ensuring that business decisions were grounded on solid financial criteria, identifying areas of weak performance to be addressed) • Balance Sheet reviews, monitoring of Accounts Receivable positions, management of red accounts • Financial control and advice in complex deal reviews in bid phase (before proposal submissions)
Electronic Data SystemsManager of the NBA (New Business Analysis) Leveraged Center
Mar. 2004 - Aug. 2009Set up, managed and gradually enlarged a small team of 7 opportunity consultants (financial and risk analysts) who provided financial modelling, contractual risk analysis and pricing support for new deals in EMEA, also proposing solutions to improve deal performance. The size of this unit grew to 23 at its peak with an extended scope, in terms of deal number and deal size. The team established a good professional reputation and had minimal attrition.
GEOHoldingDirector
Jan. 2001 - Jan. 2003Management of a team responsible for the creation and operation of the on-line English version of the Hungarian Financial Supervisory Authority’s official newspaper.
BNP ParibasEquity Analyst
Jan. 1997 - Jan. 2001London, United KingdomApart from writing research reports with sound earnings forecasts and company valuations, active involvement in building the company's client base from zero.
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