Muataz Charfli,

Senior finance leader with 25+ years of experience across manufacturing, construction, contracting, trading, and retail in Saudi Arabia. Proven track record leading finance functions, strengthening financial governance, optimising capital and liquidity, improving profitability, and supporting executive decision-making. Experienced in strategic financial planning, FP&A, treasury, corporate funding, working capital, financial reporting, group finance, risk management, cost optimisation, and business transformation.

Trusted partner to Owners, CEOs, and senior management, with hands-on experience in banking relationships, capital structure, ERP transformation, operational performance, and financial decision support.

Finance Director | Finance Manager - BAYADER JEDDAH COMPANY - Saudi Arabia

(2020-01 - 2023-12)

Importer and distributor of ceramic, porcelain, marble, and building materials serving residential and commercial construction projects across Saudi Arabia.

• Reported to the Owner and led finance through a major business transformation, covering accounting, treasury, FP&A, reporting, inventory costing, working capital, pricing, and profitability.
• Partnered with executive leadership on strategic decisions, business performance, financial analysis, controls, and finance governance.
• Redesigned pricing and sales commission structures, contributing to a 16% increase in overall profitability.
• Reassessed inventory valuation and enabled the sale of approximately 70% of long-aged inventory, releasing working capital and improving cash flow.
• Rebuilt finance processes and internal controls and reconstructed/restated 2015–2019 financial reports, improving reporting reliability and executive decision support.
• Recalculated imported inventory costs from China and India, improving costing accuracy, pricing decisions, and profitability.

Finance Manager - PRE-TECH COMPANY - Saudi Arabia

(2015-01 - 2020-12)

Saudi manufacturer of precast concrete solutions and construction products, with annual revenues exceeding SAR 80 million.

• Reported to the CEO/General Manager and led finance, treasury, FP&A, reporting, budgeting, forecasting, working capital, banking, SIDF financing, project finance, and cost control.
• Secured SAR 15 million in additional banking facilities and refinanced SAR 18 million of SIDF funding on improved repayment terms and lower financing costs.
• Implemented integrated budgeting, forecasting, FP&A, and project planning processes, reducing DSO by 35 days and improving cash-flow visibility.
• Reduced outsourced labour and logistics costs by 18%, generating approximately SAR 3.8 million in annual savings.
• Negotiated improved supplier terms, generating approximately SAR 1.1 million in procurement savings.

Finance Manager - BAKHEET MACHINERY COMPANY - Saudi Arabia

(2013-01 - 2015-12)

Saudi distributor of heavy machinery and equipment representing major European and Japanese manufacturers.

• Managed finance operations supporting approximately SAR 540 million annual revenue and SAR 450 million in banking facilities; led 66 finance professionals, including 19 direct reports.
• Managed seven commercial banks and SIDF across corporate funding, trade finance, treasury, working capital, and foreign exchange.
• Restructured LCs/LGs and implemented FX strategies, forward contracts, and trade-finance refinancing, generating approximately SAR 1 million in savings.
• Facilitated the sale of approximately 70% of obsolete machinery, improving liquidity and reducing carrying costs.
• Introduced a five-year strategic budgeting and rolling forecast model and led the finance workstream for Microsoft Dynamics AX 2012 R3, including process redesign and UAT.

Finance Manager - ALABNIYAH COMPANY - Saudi Arabia

(2011-01 - 2013-12)

Precast construction company serving residential and commercial projects across Saudi Arabia, with annual revenues of approximately SAR 60 million.

• Led finance, treasury, FP&A, reporting, budgeting, forecasting, and working capital; managed 11 finance professionals and partnered with commercial, procurement, and project teams.
• Restructured Riyad Bank facilities, securing improved repayment terms and a SAR 9.75 million LG supporting an SAR 80 million / 400-villa residential development.
• Negotiated a major SAR 80 million customer agreement, supporting revenue growth and project execution.
• Improved working capital through supplier and receivables management, generating approximately 2% procurement savings and SAR 0.8 million additional operating cash flow.
• Developed integrated budgeting, forecasting, and project financial planning models across three major projects.

Finance Manager - PREMCO (Precast Manufacturing Company – Binladin Group) - Saudi Arabia

(2009-01 - 2011-12)

Precast concrete manufacturer serving major construction and infrastructure projects, with annual revenues of approximately SAR 65 million.

• Led finance, treasury, FP&A, reporting, budgeting, forecasting, and working capital management; managed a finance team of 8 professionals.
• Led Microsoft Dynamics AX 2009 implementation, including finance process redesign, data migration, UAT, and post-implementation stabilisation.
• Established integrated budgeting, forecasting, FP&A, and project financial planning processes across seven major projects.
• Improved manufacturing cost efficiency, inventory controls, valuation reliability, and transportation planning.
• Enhanced executive reporting with timely, accurate, decision-focused financial information.

Finance Manager - Eastern Trading EST (ETE GROUP) - Saudi Arabia

(2007-01 - 2009-12)

Diversified industrial and contracting group with approximately SAR 365 million annual revenue across six operating companies.

• Led Group Finance and developed a 42-person finance organisation, directing accounting, treasury, budgeting, reporting, and operational finance across six companies.
• Led Microsoft Dynamics AX implementation, including finance process redesign, data migration, UAT, and post-go-live stabilisation.
• Designed enterprise-wide internal controls covering customers, suppliers, payroll, fixed assets, inventory, cash collections, and financial documentation.
• Introduced disciplined monthly closing and reporting, replacing year-end-dependent reporting practices.
• Redesigned BOM-based inventory controls, reducing cement costs by 3%, aggregate/sand costs by 12%, and transportation cycle time by 15%.
• Strengthened receivables and cash collection controls, improving collection performance by approximately 75%, eliminating recurring cash shortages, and improving working-capital visibility.

Accountant - MGA Consultant – Canada - Canada

(2000-01 - 2006-12)

• Managed bookkeeping, financial reporting, AP/AR, bank reconciliations, payroll, month-end closing, budgeting, and cash-flow management for SME clients.

Accountant - Family Trading Company – Syria - Syria

(1993-01 - 1999-12)

• Managed accounting operations, inventory, customer and supplier accounts, cash management, and financial reporting.

Bachelor of Accounting - Accounting - Tishreen University (1990)