Moved into the multinational LuxExperience online Luxury Fashion Group following the completion of the Sale of YNAP Group from Richemont Group, supporting Finance organizational transformation and integration process.

Moved into the multinational Richemont Group within its YNAP Maison, taking over the challenge of joining a new industry (Luxury Fashion) and engaging into a demanding M&A process. I have joined the Group in a difficult moment for its future, and with a mandate to:  Reorganize Group Controlling Function  Successfully steer and complete the M&A process, in alignment with Richemont Group M&A  Free Cash Flow turnaround positive (+€190M YoY)  Gross Margins expansion (+4%) and EBITDA increase (+90%)

Moved into multinational manufacturer and marketer of home appliances as Finance Director for EMEA region, to drive regional imperatives and strategic objectives. Seized opportunity to move into operational leadership position, reporting to EMEA CFO with 5 directs and around 107 indirects across EMEA region. Responsible for Supply Chain, Manufacturing, Procurement and Commercial controlling activities.  Structured a strong, independent and world class controlling function, becoming a trusted Co-Pilot of our business/commercial stakeholders  Accelerated SAP implementation across 32 legal entities across Europe, Middle-East and Russia; Legal Entity Merge Plan delivered in each Go Live  Supported the Route-To-Market restructuring roadmap for Haier, establishing the RenDanHeYi Management Model of Haier  Supported the expansion of the Manufacturing Footprint of Haier across EMEA with focus on Turkey, Romania and Egypt (4 factories constructed in 3 years, summing a Total Production of >20 mio. units)  Safeguarding and placing the fundamentals on Internal Control governance across the Region  Established Efficiency Monitoring Program delivering across Manufacturing, Procurement and Logistics a cumulated saving of €50M in the third year of my journey (recurrent effect)

Moved into multinational manufacturer and marketer of home appliances as Internal Audit Director for EMEA region, then shifted into senior operations role for EMEA to drive regional efficiencies and strategic objectives. Seized opportunity to move into operational leadership position, reporting to EMEA CFO with seven directs and around 80 indirects across EMEA region. Rose to challenges faced by global pandemic and drove efficiencies.  Accelerated restructuring of integrated supply chain as a result of global pandemic; outsourced warehousing capability via 3PL partnerships and re-prioritised strategic roadmap, including future productivity milestones. – Yielded year-on-year savings of €100M across procurement, manufacturing and logistics. – Reduced total payroll cost by 37% and uplifted talent pipeline readiness by 11%; restructured finance and integrated supply team; redesigned roles and responsibilities. – Optimised financial planning and analysis for all non-commercial expense across EMEA; tracked and monitored manufacturing, logistics and procurement budgets that totalled >€900M. – Awarded World Class Manufacturing (WCM) Bronze Medal for largest plant in EMEA.  Recorded satisfactory result for three out of three audits: best ever outcome in EMEA region.  Boosted productivity by 20% and maintained >88% employee engagement, above global benchmark of high-performing teams; initiated cultural and business changes to regional talent pools.

Stepped into senior position to lead internal audit team (15 FTEs) with four directs. Fundamental to smooth acquisition of Indesit International, in addition to business partnering on EMEA strategic projects.  Enabled straightforward amalgamation of €2.5BN business, Indesit Italian Group in 2014; crucial to due diligence process and handled post-acquisition integration of Indesit and Whirlpool audit teams.  Maximised Sarbanes Oxley (SOX) compliance across EMEA; realised reduction of first-time failure rate on SOX controls from 32% to <5%, a global benchmark; headed up regional compliance management.  Restructured entire internal audit team, upgraded talent, increased pipeline and succession readiness by 70%.  Achieved engagement score of >90%, upper high-performing teams’ benchmark.  Significantly improved quality, frequency and standardisation of internal audits across EMEA; introduced continuous monitoring and auditing system. Implemented first EMEA audit manual.  Positioned internal audit as trusted business partner and ensured strong compliance, corporate governance and more customer-focused organisation.

Moved to China as Country CFO and reported into Global CFO. Tasked with addressing low profitability and penetration of Chinese market with a view to driving B2C and B2B expansion. Directed team of 12.  Fostered B2C and B2B buildout across China’s Tier 1 and 2 cities, including four new boutique openings in two years, tripled revenue and doubled profitability (>€200M business); shaped 10-year strategic plan.  Established commercial and financial infrastructure to support growth; restructured Beijing accounting function, implemented local shared service centre and redesigned corporate governance and controls.

Reported to CEO, and in addition to handling financial management, took on IT and supply chain for first 1.5 years, focused on creation of regional subsidiary with 80% B2C and 20% B2B business, and triggered commercial development.  Set up high-performing regional subsidiary and expanded presence across SEE region; managed creation of legal entity and led buyback process of existing third party distributors with new operation in Greece. – Recorded double-digit growth with revenue of €100M at peak; maximised omnichannel strategy across Greece, Bulgaria, Cyprus and Romania. Expanded boutique network and supply chain for online sales. – Recognised in Nestlé Nespresso Group as one of the highest performing European finance functions.

Following acquisition of new ‘’Delta’’ ice cream business by Nestlé, owned set-up of financial planning and consolidation, reporting and forecasting with two directs and oversight for finance leaders in each Balkan country.  Championed exceptional financial management and controls spanning entire SEE region and supported lucrative €350M+ business; set up all related controls, compliance and finance practices / processes. – Embedded internal controls and Nestlé International Financial Reporting Standards (IFRS) reporting. – Implemented Nestlé’s dynamic forecast model, direct delivery logistics in SAP and cash management system. Carved out financial statements for each country and integrated in Nestlé in the Market (NiM). – Contributed to doubling of revenue and 20% increase in profitability.

 Facilitated inorganic expansion; concluded negotiations as Nestlé counterparty for Delta Ice Cream business.  Revolutionised approach to financial planning and forecasting in Nestlé SEE; implemented dynamic forecast tool in FP&A, standardised GLOBE (Nestlé’s SAP global solution) and introduced SEE profit centre analysis.  Uplifted visibility and transparency of direct delivery model and improved market response for €250M business with 3500 drivers / legal entities; spearheaded integration of financial accounts.

 Promoted to team leader by 2007 and managed audit missions across SEE and global regions, including operational audits in Asia, Europe, Africa, USA and Canada.

ASA Certified Public Accountant (CPA)

CPA AUSTRALIA

2014 - 2016

Certificate in Business Accounting (CIMA)

CIMA

2013 - 2016

The Art of Science of Negotiation

Harvard Kennedy School, Executive Education

2010 - 2011

Board Readiness Program

The Wharton University, Executive Education

2026 - 2026