Current Role • Commercial Finance | FP&A | Controllership | Profitability & Performance Management
COMMERCIAL FINANCE & BUSINESS PARTNERING
- Partner with senior management and cross-functional leaders to translate business and operational performance into actionable financial insights, challenging assumptions and identifying value drivers, risks, opportunities and profitability levers across a ~USD 60M annual P&L.
- Analyze Price-Volume-Mix (PVM) variances, quantifying the financial impact of pricing, volume and mix movements and partnering with business teams to evaluate volume/mix actions for margin recovery.
- Drive Customer / Product / SKU profitability and Unit Economics analysis, supporting pricing decisions and identifying mix, margin and cost-optimisation opportunities.
- Develop financial models, Business Cases and Investment Appraisals for strategic initiatives, new SKU pricing and CapEx proposals, evaluating profitability, ROI, payback and alternative scenarios.
- Provided financial analysis and performance insights supporting business initiatives that contributed to >400 bps improvement in Gross and Contribution Margins and increase in Net Profit (FY24 vs FY25).
- Evaluated a USD 1.2M CapEx proposal using investment appraisal and payback analysis, indicating a 1.5-year payback with ~70% of the investment recovered within Year 1.
FINANCIAL PLANNING, BUDGETING & FORECASTING
- Lead Division-wise Annual Operating Plans and Activity-Based Budgets for a ~USD 60M budget / USD 35M cost base, spanning 3 Business Units and 4 Divisions / Product Categories across 2 Plants.
- Implemented monthly Rolling Forecasts, maintaining Gross Profit forecast variance within 0.8% at its highest deviation since Jan-2025 through disciplined assumption validation and continuous performance monitoring.
- Reduced reforecast cycle time to 1 day for YTD Actual + YTG Estimate comparisons against Budget, Latest Estimates and Rolling Forecasts, improving management visibility and decision agility.
- Lead Base, Best-Case and Worst-Case Scenario Modelling, including Promo vs Non-Promo simulations, evaluating volume, mix and margin implications to support management decisions.
- Partner with 6 cross-functional functions and 5 senior stakeholders, including Production, Quality Control and Plant Maintenance, to validate operational drivers, challenge assumptions and align financial forecasts with business priorities.
FINANCIAL CONTROLLERSHIP & MANAGEMENT REPORTING
- Lead Finance & Controlling review of performance against Budget, Forecast and Latest Estimates, using variance bridges, KPI driver analysis and management analytics to identify root causes and translate gaps into corrective actions.
- Manage month-end closure through team guidance across revenue recognition, expense/provision reviews, working-capital management and related closing activities, supporting accurate and timely P&L reporting.
- Review expense ledgers, periodic reports and month-end financials to validate accruals, identify trends, analyse cost-centre/accounthead movements and highlight areas requiring operational attention.
- Provide action-oriented monthly P&L analysis and profitability bridges to business heads, linking financial performance to operational drivers and identifying margin, efficiency and cost-improvement opportunities.
- Support management policies, internal controls, Group requirements, audits and financial reporting, maintaining controllership discipline while enabling forward-looking performance management.
COSTING, SUPPLY CHAIN & PLANT FINANCE
- Improved Standard Cost accuracy to 98% through strengthened Material / Activity Cost validation and systematic review of costing inputs.
- Enabled and implemented substitution of a key imported raw material with a locally sourced alternative at ~60% lower landed cost, delivering substantial procurement savings and supporting product-cost optimisation.
- Optimised working capital through an inventory initiative, reducing holding levels to 60 days for imported materials and 15 days for local procurement versus prior year, releasing ~USD 1M in cash.
- Lead plant finance oversight across 2 Plants, linking product costing, material requirements, inventory, maintenance cost centres and operating drivers to P&L and forecast implications.
FINANCE SYSTEMS & PROCESS TRANSFORMATION
- Drive automation and process-improvement initiatives to enhance reporting accuracy and strengthen tools supporting forecasting, budgeting and management analytics.
- Streamlined recurring FP&A reporting and reforecast comparisons, contributing to the 1-day reforecast cycle and improving management access to timely performance insights.
- Identify opportunities to improve process efficiency, standardisation and review preparedness through more robust Finance processes, reporting and analytical workflows.
