RavDawar has over 25 years of experience in finance leadership roles. He currently serves as the Director of Finance and Country Chief Financial Officer for Becton Dickinson South Asia, where he leads the development of long term strategies and annual business plans. Previously, he worked at Coca-Cola for 8 years in various finance roles of increasing responsibility, including heading the finance function for franchise operations. He has a strong track record of achieving financial targets, implementing cost savings initiatives, and building high-performing finance teams.
Charting A Company 's Direction - Vision, Mission, Objectives and StrategiesAshraf Danish
This document discusses key aspects of strategic management including vision, mission, objectives, and strategies. It provides examples from companies like KPJ Healthcare Berhad and 3M.
The key points covered are:
1. The importance of a clear strategic vision and mission in guiding an organization and its decisions.
2. The need to set both strategic and financial objectives to convert vision into specific performance targets and balance non-financial and financial goals.
3. Using a balanced scorecard to track objectives and provide a complete view of organizational performance.
4. Developing strategies through a collaborative process involving managers from different areas.
This document provides guidance on developing an effective business plan. It outlines the typical components of a business plan, including an executive summary, problem statement, solution, business model, marketing and sales plan, competition, management team, and financial projections. It emphasizes that a business plan is useful both for attracting investment from others and for evaluating the viability of a business idea. The document recommends starting with a summary plan, and then developing either a comprehensive plan when seeking funding or an operational plan for ongoing businesses.
The document outlines the key components that should be included in a business plan. It discusses 12 sections that provide essential information: executive summary, company summary, products/services, market analysis, strategy implementation, competitor analysis, annual operating plan, online strategy, management team, and financials. The executive summary introduces the business while the company, products/services, market and strategy sections provide details on operations and goals. Later sections cover competitors, resources, management qualifications, and financial projections.
The document is a resume for Rajiv Bhatia summarizing his experience as a Chartered Accountant. It details over 23 years of experience in financial planning, accounting, auditing, taxation, and senior level financial roles. Some of the key roles mentioned include serving as CFO for Gitanjali Lifestyle Ltd and Vice President of Internal Audit for Gitanjali Gems Limited, handling the marketing and distribution of diamond jewelry in East and North India as an Associate Partner for Diva Jewels, and various financial and accounting roles for multiple organizations over his career.
The document discusses the strategy-making process, which involves developing a strategic vision, mission, objectives, and strategy. It outlines the 5 stages of the process: 1) developing a vision and mission, 2) setting objectives, 3) crafting a strategy, 4) executing the strategy, and 5) monitoring and adjusting the strategy. It provides examples of vision and mission statements from companies and describes the characteristics and importance of developing an effective strategic vision and mission.
8_Essam El Deen Mustafa - Resume - FinalEssam Mustafa
This document provides a summary of ESSAM ELDEEN MUSTAFA SAYED's professional experience and qualifications. It outlines his 27+ years of experience in finance leadership roles in various industries. Currently, he is the Managing Director of HAFIL SCHOOL & PRIVATE TRANSPORT & LIMOUSINE, where he oversees strategic management, operations, and people management. Previously he held senior finance roles at other companies in Saudi Arabia, including Nahdi Medical Company and Ahmed Hassan Fitaihi & Co. He has a strong track record of improving business performance through strategic initiatives.
This document contains a summary of Manish N Mahajan's career experience and qualifications. He has over 20 years of experience in senior sales, business development, and marketing roles in capital goods and industrial manufacturing industries. Some of his key accomplishments include achieving 24% sales compound annual growth rate over 7 years, turning around an underperforming business unit to profitability within 18 months, and leading teams of up to 20 employees. He is currently seeking new opportunities to apply his expertise in strategy, business development, key account management, and marketing.
Naeemuddin J Ansari is a Chartered Accountant with over 25 years of experience leading finance and accounting functions for manufacturing companies. He is currently the General Manager of Finance for Asian Aerosol Enterprise group. He has a strong track record of improving profitability through financial planning and controls. He is skilled in tax compliance, financial reporting, and implementing ERP systems to optimize operations.
Charting A Company 's Direction - Vision, Mission, Objectives and StrategiesAshraf Danish
This document discusses key aspects of strategic management including vision, mission, objectives, and strategies. It provides examples from companies like KPJ Healthcare Berhad and 3M.
The key points covered are:
1. The importance of a clear strategic vision and mission in guiding an organization and its decisions.
2. The need to set both strategic and financial objectives to convert vision into specific performance targets and balance non-financial and financial goals.
3. Using a balanced scorecard to track objectives and provide a complete view of organizational performance.
4. Developing strategies through a collaborative process involving managers from different areas.
This document provides guidance on developing an effective business plan. It outlines the typical components of a business plan, including an executive summary, problem statement, solution, business model, marketing and sales plan, competition, management team, and financial projections. It emphasizes that a business plan is useful both for attracting investment from others and for evaluating the viability of a business idea. The document recommends starting with a summary plan, and then developing either a comprehensive plan when seeking funding or an operational plan for ongoing businesses.
The document outlines the key components that should be included in a business plan. It discusses 12 sections that provide essential information: executive summary, company summary, products/services, market analysis, strategy implementation, competitor analysis, annual operating plan, online strategy, management team, and financials. The executive summary introduces the business while the company, products/services, market and strategy sections provide details on operations and goals. Later sections cover competitors, resources, management qualifications, and financial projections.
The document is a resume for Rajiv Bhatia summarizing his experience as a Chartered Accountant. It details over 23 years of experience in financial planning, accounting, auditing, taxation, and senior level financial roles. Some of the key roles mentioned include serving as CFO for Gitanjali Lifestyle Ltd and Vice President of Internal Audit for Gitanjali Gems Limited, handling the marketing and distribution of diamond jewelry in East and North India as an Associate Partner for Diva Jewels, and various financial and accounting roles for multiple organizations over his career.
The document discusses the strategy-making process, which involves developing a strategic vision, mission, objectives, and strategy. It outlines the 5 stages of the process: 1) developing a vision and mission, 2) setting objectives, 3) crafting a strategy, 4) executing the strategy, and 5) monitoring and adjusting the strategy. It provides examples of vision and mission statements from companies and describes the characteristics and importance of developing an effective strategic vision and mission.
8_Essam El Deen Mustafa - Resume - FinalEssam Mustafa
This document provides a summary of ESSAM ELDEEN MUSTAFA SAYED's professional experience and qualifications. It outlines his 27+ years of experience in finance leadership roles in various industries. Currently, he is the Managing Director of HAFIL SCHOOL & PRIVATE TRANSPORT & LIMOUSINE, where he oversees strategic management, operations, and people management. Previously he held senior finance roles at other companies in Saudi Arabia, including Nahdi Medical Company and Ahmed Hassan Fitaihi & Co. He has a strong track record of improving business performance through strategic initiatives.
This document contains a summary of Manish N Mahajan's career experience and qualifications. He has over 20 years of experience in senior sales, business development, and marketing roles in capital goods and industrial manufacturing industries. Some of his key accomplishments include achieving 24% sales compound annual growth rate over 7 years, turning around an underperforming business unit to profitability within 18 months, and leading teams of up to 20 employees. He is currently seeking new opportunities to apply his expertise in strategy, business development, key account management, and marketing.
Naeemuddin J Ansari is a Chartered Accountant with over 25 years of experience leading finance and accounting functions for manufacturing companies. He is currently the General Manager of Finance for Asian Aerosol Enterprise group. He has a strong track record of improving profitability through financial planning and controls. He is skilled in tax compliance, financial reporting, and implementing ERP systems to optimize operations.
This document provides a guide for preparing a strategic business plan for not-for-profit sport and recreation organizations. It outlines the key elements and sections that should be included in a strategic business plan, such as vision, objectives, management, marketing, operational, and financial plans. The guide describes what information should be contained in each section and provides examples. It is intended to help organizations develop a strategic business plan that will guide their future direction and allow them to evaluate their performance.
This document summarizes the qualifications and experience of a senior financial management professional. Over 24 years of experience includes leadership roles with financial management and controllership in large, global organizations. Areas of expertise include strategic financial planning, budgeting, project finance, mergers and acquisitions, treasury operations, and ensuring regulatory compliance. The candidate is currently the Group Chief Financial Officer for Shipra Group of Companies, and seeks a new leadership role in financial management.
The document provides an overview of the balanced scorecard approach and its application to Spinneys Supermarket. It discusses the four perspectives of the balanced scorecard - financial, customer, internal business processes, and learning and growth. For the financial perspective of Spinneys, it analyzes objectives and metrics related to revenue growth, productivity, and profitability. Key financial ratios for Spinneys in 2011 and 2012 are also calculated and compared to industry averages. The balanced scorecard helps Spinneys evaluate and improve performance by considering both financial and non-financial factors.
This material was delivered to a group of aspring entrepreneurs in Lagos Nigeria by me. My name is Angela Ihunweze CEO Angela Itambo Company visit www.angelaitambo.com.ng to know about me
Naveen Kumar Seth is an experienced management professional with over 20 years of experience in exhibitions, event management, and sales. He has held several leadership roles managing projects from conception to completion and developing strategies to increase business and sales. His experience includes positions at Reed Manch Exhibitions, TAFCON Projects, Koelnmesse YA Tradefair, Diligent Pink City Center, and the Indian Agro & Recycles Paper Mills Association.
Najib Baz is an experienced executive director and franchise consultant with over 23 years of experience in hotel, catering, food and beverage management. He has extensive experience turning around underperforming businesses and franchises. Currently he works as an executive director and consultant for Cedar Tree Hospitality in Dubai, UAE developing new concepts and business plans. Previously he held various regional operations and general management roles with companies in Bahrain, Nigeria, Saudi Arabia, and the UAE.
The document discusses the key components and purpose of an effective business plan. It explains that a business plan defines business goals and how to achieve them, sets objectives and budgets, and anticipates problems. An effective plan includes an executive summary, business concept, market analysis, management team, marketing plan, financial plan, and operations/management plan. It provides details on what information each section should contain to clearly outline the business and attract investors.
This document provides a summary of Sandeep Vats's professional experience and qualifications. He has over 22 years of experience in senior management roles leading business operations, strategic planning, brand development, and new business development. Some of his responsibilities have included establishing budgets, identifying revenue streams, managing key accounts, and spearheading retail operations. He has represented several major brands in industries such as food, consumer durables, and telecommunications.
Pawan Raheja is seeking a position in international business where he can utilize his 8 years of experience in sales and marketing. He currently works as a Senior Executive for export to the Gulf region at Relaxo Footwear Limited in New Delhi. Previously, he worked at Windsor Exports in Gurgaon as an Executive for export to Africa, and at Amrit Feeds Limited as a Channel Sales Executive. He has an MBA and higher national diploma in computing and multimedia.
The document discusses the importance of developing a business plan that addresses key questions like what the business will do, how it will operate, when activities will take place, and what results to expect. It emphasizes that planning can eliminate risks, minimize costs, and detect weaknesses by providing clarity. The document outlines various stages of planning as a business grows from unplanned to strategic. It provides criteria for an effective plan and components to include like objectives, strategies, timelines, and SWOT analysis. Steps in planning involve evaluating resources, analyzing the market, choosing a location, and preparing financial, production, organizational, and management plans.
The document provides information about Sherif Afifi and his experience in operational restructuring and turnaround advisory. It details his previous roles leading restructuring projects and interim management positions at Alvarez & Marsal and as an independent consultant in Saudi Arabia. Afifi has over 16 years of experience in business performance improvement, restructuring, and interim management. He is now a VP at Arabia Capital Advisors & Managers focusing on their turnaround fund and advisory services.
This document provides a summary of B V Manjunatha Rao's professional experience and qualifications. It summarizes his 30+ years of experience in business transformation, operational excellence, business development, and strategic initiatives across various industries. The summary highlights his roles as CEO, COO, and business head where he grew businesses, improved profitability, developed strategic partnerships, and implemented quality systems. It also lists his expertise in areas like strategic relationships, commercial strategy, operational excellence, and business transformation.
This document discusses the balanced scorecard framework created by Robert Kaplan. It describes the balanced scorecard as a measurement and management system that translates an organization's vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. The balanced scorecard helps organizations execute their strategies by aligning these four perspectives, overcoming barriers to strategic implementation, and focusing resources. It has helped many organizations rapidly achieve breakthrough results through organizational alignment.
Abdulrhman Abdullah Mohawes is a senior sales professional with nearly 14 years of experience leading sales operations and building customer relationships for large enterprises in Saudi Arabia. He currently serves as a Regional Sales Manager for Zain KSA, where he manages a team to achieve sales targets across central regions. Previously, he held sales leadership roles at Communications Solutions for Business and Gulf International Channels, working with STC and Mobily respectively. He is seeking a new challenge to utilize his skills in marketing, customer service, or business development.
An accounting and finance professional with over 10 years of experience seeks a position utilizing skills in financial planning, analysis, accounting, and budget preparation. The candidate has 3 years of experience working for Hilal Group, a food manufacturing conglomerate with annual revenues of Rs. 13 billion. Currently serving as Deputy Manager of Budgeting & Costing at Hilal Foods, responsibilities include financial modeling, budget development and analysis, and performance reporting to management. Prior experience includes several roles with increasing responsibility in budgeting, accounting and financial analysis. Formally educated with a MBA in Finance and Bachelor of Commerce degree.
What is your financial plan for your entrepreneurial activity?The Importance of a Financial Plan. Operating and Capital Budgets. Pro Forma Income Statements. Statement of Cash Flows: The Indirect Method
Achievement oriented professional targeting assignments in Sales & Marketing with an organization of high repute in FMCG industry.
Offering over 30 years of commendable success in spearheading Sales & Marketing Operations and Channel Management; accomplishing breakthrough sales objectives while creating unique promotion strategies and managing business relationships.
Patrick L. Johnson is a strategic and visionary senior executive with over 20 years of experience leading manufacturing companies. He has a proven track record of driving growth, improving profitability, and increasing shareholder value. Johnson has extensive experience in business development, sales, marketing, and general management. Most recently, he served as the Interim Executive Director for The Worldbed Project, where he helped secure $7 million in funding for humanitarian relief efforts in Haiti.
Anirban Chowdhury is seeking managerial assignments with responsibilities in sales and operations. He has over 10 years of experience in channel and institutional sales, business development, client relationship management, and team management. He is proficient in managing customer-centric operations to achieve sales targets and quality standards.
Todd White is an experienced CFO and finance executive with over 25 years of experience leading financial operations for companies ranging from $2.5 million to $30 million in revenue. He has a proven track record of generating revenue growth, reducing costs, improving margins and strengthening balance sheets. White holds an MBA with a focus on strategy and economics and is a certified public accountant.
Mohamed Ahmed Aboul Yazid is an experienced executive strategist and finance manager with over 28 years of experience in accounting, finance, and management. He has worked in senior finance roles for several companies in Saudi Arabia and Egypt. He has expertise in areas such as cash management, budgeting, financial reporting, investment analysis, and ERP implementation. He holds a Bachelor's degree in Commerce from Cairo University and has undergone extensive professional training. He is seeking new opportunities to apply his skills and experience.
Prerna Dhaliwal has over 15 years of experience in wealth management and investment advisory roles at major banks such as ICICI Bank, HSBC, Standard Chartered Bank, and Citibank. She has a track record of success growing assets under management and meeting sales targets. Her educational background includes an MBA and bachelor's degree obtained through distance learning programs.
This document provides a guide for preparing a strategic business plan for not-for-profit sport and recreation organizations. It outlines the key elements and sections that should be included in a strategic business plan, such as vision, objectives, management, marketing, operational, and financial plans. The guide describes what information should be contained in each section and provides examples. It is intended to help organizations develop a strategic business plan that will guide their future direction and allow them to evaluate their performance.
This document summarizes the qualifications and experience of a senior financial management professional. Over 24 years of experience includes leadership roles with financial management and controllership in large, global organizations. Areas of expertise include strategic financial planning, budgeting, project finance, mergers and acquisitions, treasury operations, and ensuring regulatory compliance. The candidate is currently the Group Chief Financial Officer for Shipra Group of Companies, and seeks a new leadership role in financial management.
The document provides an overview of the balanced scorecard approach and its application to Spinneys Supermarket. It discusses the four perspectives of the balanced scorecard - financial, customer, internal business processes, and learning and growth. For the financial perspective of Spinneys, it analyzes objectives and metrics related to revenue growth, productivity, and profitability. Key financial ratios for Spinneys in 2011 and 2012 are also calculated and compared to industry averages. The balanced scorecard helps Spinneys evaluate and improve performance by considering both financial and non-financial factors.
This material was delivered to a group of aspring entrepreneurs in Lagos Nigeria by me. My name is Angela Ihunweze CEO Angela Itambo Company visit www.angelaitambo.com.ng to know about me
Naveen Kumar Seth is an experienced management professional with over 20 years of experience in exhibitions, event management, and sales. He has held several leadership roles managing projects from conception to completion and developing strategies to increase business and sales. His experience includes positions at Reed Manch Exhibitions, TAFCON Projects, Koelnmesse YA Tradefair, Diligent Pink City Center, and the Indian Agro & Recycles Paper Mills Association.
Najib Baz is an experienced executive director and franchise consultant with over 23 years of experience in hotel, catering, food and beverage management. He has extensive experience turning around underperforming businesses and franchises. Currently he works as an executive director and consultant for Cedar Tree Hospitality in Dubai, UAE developing new concepts and business plans. Previously he held various regional operations and general management roles with companies in Bahrain, Nigeria, Saudi Arabia, and the UAE.
The document discusses the key components and purpose of an effective business plan. It explains that a business plan defines business goals and how to achieve them, sets objectives and budgets, and anticipates problems. An effective plan includes an executive summary, business concept, market analysis, management team, marketing plan, financial plan, and operations/management plan. It provides details on what information each section should contain to clearly outline the business and attract investors.
This document provides a summary of Sandeep Vats's professional experience and qualifications. He has over 22 years of experience in senior management roles leading business operations, strategic planning, brand development, and new business development. Some of his responsibilities have included establishing budgets, identifying revenue streams, managing key accounts, and spearheading retail operations. He has represented several major brands in industries such as food, consumer durables, and telecommunications.
Pawan Raheja is seeking a position in international business where he can utilize his 8 years of experience in sales and marketing. He currently works as a Senior Executive for export to the Gulf region at Relaxo Footwear Limited in New Delhi. Previously, he worked at Windsor Exports in Gurgaon as an Executive for export to Africa, and at Amrit Feeds Limited as a Channel Sales Executive. He has an MBA and higher national diploma in computing and multimedia.
The document discusses the importance of developing a business plan that addresses key questions like what the business will do, how it will operate, when activities will take place, and what results to expect. It emphasizes that planning can eliminate risks, minimize costs, and detect weaknesses by providing clarity. The document outlines various stages of planning as a business grows from unplanned to strategic. It provides criteria for an effective plan and components to include like objectives, strategies, timelines, and SWOT analysis. Steps in planning involve evaluating resources, analyzing the market, choosing a location, and preparing financial, production, organizational, and management plans.
The document provides information about Sherif Afifi and his experience in operational restructuring and turnaround advisory. It details his previous roles leading restructuring projects and interim management positions at Alvarez & Marsal and as an independent consultant in Saudi Arabia. Afifi has over 16 years of experience in business performance improvement, restructuring, and interim management. He is now a VP at Arabia Capital Advisors & Managers focusing on their turnaround fund and advisory services.
This document provides a summary of B V Manjunatha Rao's professional experience and qualifications. It summarizes his 30+ years of experience in business transformation, operational excellence, business development, and strategic initiatives across various industries. The summary highlights his roles as CEO, COO, and business head where he grew businesses, improved profitability, developed strategic partnerships, and implemented quality systems. It also lists his expertise in areas like strategic relationships, commercial strategy, operational excellence, and business transformation.
This document discusses the balanced scorecard framework created by Robert Kaplan. It describes the balanced scorecard as a measurement and management system that translates an organization's vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. The balanced scorecard helps organizations execute their strategies by aligning these four perspectives, overcoming barriers to strategic implementation, and focusing resources. It has helped many organizations rapidly achieve breakthrough results through organizational alignment.
Abdulrhman Abdullah Mohawes is a senior sales professional with nearly 14 years of experience leading sales operations and building customer relationships for large enterprises in Saudi Arabia. He currently serves as a Regional Sales Manager for Zain KSA, where he manages a team to achieve sales targets across central regions. Previously, he held sales leadership roles at Communications Solutions for Business and Gulf International Channels, working with STC and Mobily respectively. He is seeking a new challenge to utilize his skills in marketing, customer service, or business development.
An accounting and finance professional with over 10 years of experience seeks a position utilizing skills in financial planning, analysis, accounting, and budget preparation. The candidate has 3 years of experience working for Hilal Group, a food manufacturing conglomerate with annual revenues of Rs. 13 billion. Currently serving as Deputy Manager of Budgeting & Costing at Hilal Foods, responsibilities include financial modeling, budget development and analysis, and performance reporting to management. Prior experience includes several roles with increasing responsibility in budgeting, accounting and financial analysis. Formally educated with a MBA in Finance and Bachelor of Commerce degree.
What is your financial plan for your entrepreneurial activity?The Importance of a Financial Plan. Operating and Capital Budgets. Pro Forma Income Statements. Statement of Cash Flows: The Indirect Method
Achievement oriented professional targeting assignments in Sales & Marketing with an organization of high repute in FMCG industry.
Offering over 30 years of commendable success in spearheading Sales & Marketing Operations and Channel Management; accomplishing breakthrough sales objectives while creating unique promotion strategies and managing business relationships.
Patrick L. Johnson is a strategic and visionary senior executive with over 20 years of experience leading manufacturing companies. He has a proven track record of driving growth, improving profitability, and increasing shareholder value. Johnson has extensive experience in business development, sales, marketing, and general management. Most recently, he served as the Interim Executive Director for The Worldbed Project, where he helped secure $7 million in funding for humanitarian relief efforts in Haiti.
Anirban Chowdhury is seeking managerial assignments with responsibilities in sales and operations. He has over 10 years of experience in channel and institutional sales, business development, client relationship management, and team management. He is proficient in managing customer-centric operations to achieve sales targets and quality standards.
Todd White is an experienced CFO and finance executive with over 25 years of experience leading financial operations for companies ranging from $2.5 million to $30 million in revenue. He has a proven track record of generating revenue growth, reducing costs, improving margins and strengthening balance sheets. White holds an MBA with a focus on strategy and economics and is a certified public accountant.
Mohamed Ahmed Aboul Yazid is an experienced executive strategist and finance manager with over 28 years of experience in accounting, finance, and management. He has worked in senior finance roles for several companies in Saudi Arabia and Egypt. He has expertise in areas such as cash management, budgeting, financial reporting, investment analysis, and ERP implementation. He holds a Bachelor's degree in Commerce from Cairo University and has undergone extensive professional training. He is seeking new opportunities to apply his skills and experience.
Prerna Dhaliwal has over 15 years of experience in wealth management and investment advisory roles at major banks such as ICICI Bank, HSBC, Standard Chartered Bank, and Citibank. She has a track record of success growing assets under management and meeting sales targets. Her educational background includes an MBA and bachelor's degree obtained through distance learning programs.
Munawar Farooq Akhtar is seeking an executive level position in finance, sales, or management with 17+ years of experience in those fields. He currently works as General Manager of Finance in Bahrain and has held roles such as Commercial Manager and Chief Accountant in the past.
- Biswarup Banerjee is an experienced Wealth Manager and Relationship Officer with over 14 years of experience in banking, wealth management, and insurance in the UAE and India.
- He is currently working as a Wealth Manager at Nexus Insurance in Abu Dhabi, UAE and previously worked as a Relationship Officer at ADCB bank in Dubai, UAE.
- Biswarup seeks a position in banking, sales, marketing, business development, or channel management to further his career and provide value to an organization through his expertise in business generation, client management, and revenue growth.
- The document provides a summary of Musharaf Ali's professional experience and qualifications. He has over 20 years of experience in finance and accounting roles across various industries. Currently, he works as a CFO for Emirates Neon Group in Dubai where he manages financial reporting, budgeting, cash flow and bank relationships. Previously, he held senior finance roles for Al Manal Group and Dubai Cooperative Society. He has expertise in financial management, accounting, budgeting, costing, investment operations and ERP implementations.
Rajesh Sharma is seeking a challenging position utilizing 18 years of experience in finance, accounting, and operations. He currently works as a Senior Manager at The Royal Bank of Scotland, leading teams that maintain general ledgers and reporting platforms. Previously, he worked at American Express for 12 years in various reconciliation and accounting roles, and 4 years at Indraprastha Medical Corporation maintaining accounts. He has strong leadership skills and experience managing teams, process improvement initiatives, audits, and change management projects.
Saiprakash R provides a summary of his professional experience and objectives. He has over 16 years of experience in financial management roles across various industries. Currently, he is the General Manager of Finance and Administration for Ali Alhashemi Trading LLC and its group companies in GCC, where he manages financial reporting, budgeting, credit facilities, and a team of 40 people. His objective is to secure a management position offering learning opportunities, preferably in business development and strategic planning.
This document is a curriculum vitae for Emad Ahmad Zaghloul, a senior financial management professional. It outlines his contact information, 8+ years of experience in financial planning, budget management, and accounting roles. It details his responsibilities and accomplishments in roles with Hyundai, Batelco, and Aslan & Al-Qusairi. Key skills listed include financial analysis, budgeting, accounting, and helping management with strategic financial decision making.
Deepak Khanna has over 23 years of experience in finance roles in various industries. He holds a Bachelor's in Commerce, is a Chartered Accountant, and has a Master's in Business Finance. Currently he works as a Regional Financial Controller at Fortis Healthcare Limited, where he is responsible for the financial performance of several hospitals. Previously he has held CFO roles at hospital and power companies and finance leadership roles at real estate and consumer goods companies.
This document is a resume for Abhishek Sood summarizing his professional experience and qualifications. He has over 17 years of experience in corporate banking, business development, and relationship management. Currently he works as a Team Leader for Wholesale Banking at Doha Bank in Qatar where he supervises a team and is responsible for identifying new business opportunities, managing client relationships, and reviewing credit proposals. Previously he held roles in HDFC Bank and ICICI Bank in India, including as a Cluster Head managing a team of relationship managers. He has a MBA in Sales and Marketing and professional training in areas such as corporate credit, trade finance, and negotiation skills.
Sattam Farog Mahboob is a senior finance and accounts professional with over 16 years of experience in financial management roles across various industries. He has expertise in areas such as financial strategy, budgeting, reporting, auditing, and process improvement. Currently he is the Finance Director for the cash and security business at Almajal & G4s, where he oversees operations and works to maximize profitability.
The document is a LinkedIn profile summary for Michael J. Archer, highlighting his 15+ years of senior level finance experience. It summarizes his roles and responsibilities in directing complex financial operations and processes, ensuring regulatory compliance and positive audit outcomes. It also lists his areas of expertise and contributions to previous employers like Saputo Dairy Foods, Open Inc., and Gulfstream Aerospace in financial analysis, credit management, accounting, and strategic planning.
This document is a CV for Ahmad Husain Hafeezullah KV that summarizes his professional experience and qualifications. He has over 13 years of finance experience in multinational companies in the Middle East, Africa, and the Indian subcontinent. Currently he is the Finance Manager at M H Al Mana Group in Qatar, where he manages finance departments and restructures subsidiaries. Previously he held finance leadership roles at companies in Yemen, Uganda, and Saudi Arabia. He has extensive experience in financial modeling, budgeting, reporting, and improving company performance. He holds an MBA in Finance and other qualifications.
DHG Financial Services Strategic Planning and Cybersecurity PresentationJenny Cavnar
This document discusses strategies for planning and executing an effective strategic growth plan for an institution. It begins by outlining the topics that will be covered, including why strategic planning is important, an effective strategic planning process, and minimizing execution risk. It then discusses analyzing internal capabilities and external opportunities, developing strategic options, agreeing on a strategy and communicating it. The document emphasizes linking strategy to operating and capital budgets, monitoring performance, and involving stakeholders. It provides examples of strategic planning best practices from a successful community bank. Finally, it discusses minimizing execution risk through disciplines like accountability, flexibility, and strong execution. The overall message is that a well-thought out strategic planning process is essential for dealing with external pressures and achieving long-term value.
Steve T. Perez is a Certified Public Accountant with over 22 years of experience in property development, management, and operations. He currently works as a Financial Analyst for Almuttahed Company in Riyadh, KSA. Prior to this role, he held various managerial positions in hotel and property management in the Philippines, including Hotel Manager, Business Manager, General Manager, and Resident Manager. He is proficient in accounting software and Microsoft Office applications.
This document contains the resume of Muhammad Umer. It summarizes his professional experience as a Senior Accountant at Anchor Allied Factory Ltd. from June 2011 to present and prior experience as an Accounts Officer at A. A. Spinning Mills Limited from September 2005 to December 2010. It also lists his educational qualifications and skills.
Fred Weimer is an experienced finance manager with over 15 years of experience in financial reporting, analysis, budgeting, accounting, and auditing. He has a proven track record of improving operating profits and cash flow through strategic planning and process improvement. Weimer also has expertise in pricing strategy, mergers and acquisitions, cost accounting, and financial compliance.
This document is a resume for Abhishek Sood summarizing his professional experience and qualifications. He has over 17 years of experience in corporate banking, business development, and relationship management. Currently he works as a Team Leader for Wholesale Banking at Doha Bank in Qatar where he supervises a team and is responsible for identifying new business opportunities, managing client relationships, and reviewing credit proposals. Previously he held roles in retail banking and SME lending in India with responsibilities like business development, portfolio management, and sales.
Deedar Hussain has over 10 years of experience in government and private sector roles in finance, auditing, banking, sales, marketing, and administration. He is currently working as a National Savings Officer for the Government of Pakistan, where he is responsible for regulatory implementation, financial management, and public outreach. Previously, he held several sales and marketing roles in the paint industry, where he consistently exceeded sales targets and expanded business operations into new markets. He has an MBA in Marketing and relevant academic and professional qualifications.
1. Resume of RavDawar
Tel # 91 9899974275
Email: radawar2016@gmail.com
HIGHLIGHTS OF QUALIFICATION
• Director Finance & Country Chief Financial Officer, Becton Dickinson South Asia. Responsible
for:
Leading the development of the long term strategy for growth by identifying “Spaces to Play”
and “How to Win in those spaces” and partnering the Country Chief Executive Officer in its
implementation;
Development of Annual Business Plans and facilitating achievement of financial targets;
Finance support for manufacturing plant that produces product both for domestic and overseas
market;
Direct & Indirect Taxation management & compliance;
Raizing of Foreign Direct Investment from Overseas Company Affiliates and arranging Lines
of Credit (both fund and non fund based) from Banks;
Driving Efficiency by establishing and scaling up a Shared Services Centre, changing operating
models, identifying synergies across groups; and
Building a “Future Ready Finance” organization to support.
• Worked for 8 years in Coca-Cola (Beverage Industry) in several roles, including leadership
position for 5 years. In last assignment, heading the finance function for franchise operations (40% of
company business), and was responsible for:
partnering business in growing business in 14 markets across India, with appropriate portfolio
and 150 SKUs of product;
Pricing strategy basis price demand sensitivity analysis.
Appropriate investments in brand awareness to create a “consumer pull” / demand AND
outdoor marketing.
Partnering business in development of appropriate “Go To Market” strategies and select
appropriate channels.
Working collaboratively with Manufacturing, Supply Chain, Marketing, Packaging, and
Sales departments to constantly innovate on operating models to optimize cost.
Further, in a previous role established and managed the finance function for the ‘Non Carbonated
Beverages Business (15 SKUs) for Coca-Cola India. The business had 8 manufacturing locations and
25 distribution centres across India. Responsibilities included:
Economic feasibility studies on new products viz Georgia Coffee and Sunfill.
Contract management with Co- Packers of 5 manufacturing locations, costing of product
manufacture, establishment of their financial budget and subsequent monitoring of financial
performance.
Establishment of distribution network of approx. 200 distributors, over 25 distribution centres,
and arranging Sales Tax registrations.
RD/01/11/16
2. Working collaboratively with Marketing on the commercials for marketing programs to
create brand awareness, consumer pull, and impulse buying
Resume of Ravi Dawar
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KEY ACHIEVEMENTS
• Awarded “Leader of the Year” in 2014 & 2015 for demonstrating leadership competencies like
effective strategic development, innovative ideas and approaches, and optimized execution and
performance.
• Awarded “Star Award” in 2015 at an international level for reengineering of financial, commercial,
and accounting processes.
• Maintained profitability in an environment of depreciating rupee. This was achieved by
segmented price increases, driving manufacturing cost efficiencies, and implementing policies to drive
sales of profitable product mix.
• Consolidated financial and commercial processes from 6 offices into a Shared Services Centre
resulting in significant cost savings.
• Managed country operations for approximately one year as a key member of a 3 Member
Transition Team appointed to manage country operations during the vacancy of CEO position in 2013
-2014.
• Established Legal Entity in Bangladesh to provide a platform for business to leverage opportunities
of an adjacent market
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QUALIFICATIONS
Associate Chartered Accountant May 1990
Institute of Chartered Accountants of India
Bachelor of Commerce- Honours (66%) 1986
Shriram College of Commerce, Delhi University
Class XII (86%) 1983
Indian School Certificate
Mount Saint Mary’s School
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PERSONAL PARTICULARS
Date of Birth December 20, 1965
Marital Status Married
_____________________________________________________________________________________
CURRENT PROFILE
July 2008 – To Date
Director Finance (CFO)
Becton Dickinson South Asia
Note: Bangladesh Legal Entity established in 2015
Role
Strategic Level
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3. • Lead the development of the long term strategy for growth by identifying “Spaces to Play” and “How
to Win in those spaces”.. This involves analysis :
industry landscape w.r.t market size and trends in areas including customer / product segments,
and alternate technology platforms.
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Role (Cont….)
Strategic Level (Cont…)
Competition landscape
Organization SWOT; and
Leveraging of “Growth enablers” including Efficiency improvement; synergistic organizational
approach; talent to drive profitable growth.
• Prepare “Business Cases” in to justify economic feasibility of investments in increasing
manufacturing capacity/ launch of new products and new “Go To Market Models” new markets.
• Partner with Corporate Tax and PWC (tax advisors) to structure business models, and related
agreements in a manner to optimize tax incidence.
• Collaborate with stakeholders in strategic areas of product portfolio; distribution models; and
manufacturing to optimize operations.
• Develop strategies to manage funds and optimize cost of funding
• Build a “Future Ready” finance organization.
Operational Level
(A) Financial Planning
• Ensuring annual financial targets are met. This includes identifying opportunities to mitigate risks.
• Working with stakeholders to make timely investments in resources and marketing activities to
ensure effective leveraging of resources.
• Building scenarios under various assumptions and parameters to discuss with stakeholders and
facilitate decision making.
• Development and maintenance of a “Management Information System” that facilitates decision
making and tracking of “Key Performance Indicators”.
• Developing pricing strategies for government tender orders, and corporate orders.
• Responsible for the consolidation and reporting of monthly, quarterly and annual results in USGAAP
• Preparation & communication, to worldwide and regional leadership, of Quarterly projections and
results.
• Managing working capital through providing direction in the “Sales and Operating Planning”
meetings.
(B) Controllership
• Maintaining books of accounts both under USGAAP and Indian GAAP and preparation of financial
statements.
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4. • Maintaining a robust internal control system to ensure fiscal discipline. This involves ensuring the
financial policies and procedures (including the Chart of Authority and Credit policy) are adhered to
and periodically revised to facilitate growth with the framework of controls.
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(B) Controllership (Cont…)
• Managing financial risks through development of control and monitoring systems (including SOX)
• Managing credit and inventory to ensure a healthy ‘Days Sales Outstanding’ and optimal exposure.
• Engaging with Statutory Auditors (Ernst & Young) to finalize audited financial statements.
(C) Treasury
• Raizing of Capital from overseas affiliates and lines of credit from Banks.
• Managing cash flows through a robust governance mechanism of monitoring cash on a daily basis
and reviewing cash flow statements on a monthly basis.
• Investing surpluses in financial instruments within the guidelines issued by worldwide treasury
leadership.
• Investments of retrial benefit (Provident Fund and Gratuity) funds in financial instruments to earn
high yields and generate surplus.
(D) Taxation
• Ensuring statutory compliances w.r.t to indirect taxes, direct taxes and Transfer Pricing.
• Working closely with consultants (PWC) and legal counsels on tax matters (excise duties, custom
duties, income tax and transfer pricing) under litigation and jointly preparing responses to show cause
and demand notices.
• Engaging with consultants (PWC) to ensure correct classification of product and payment of
excise and custom duties at appropriate rates.
Talent Management
• Responsible for a team of 30 finance professionals both in head office, manufacturing location and
4 Regional Sales Offices.
• Building capability in the finance function by on the job coaching, periodic job rotation within the
group, and investing in training of high potential associates.
• Creation of a bench strength to ensure smooth succession planning.
JOB PROFILES AT COCA-COLA
General Manager Finance
Franchise Operations
Coca-Cola India (Corporate Office)
2005 & 2006
Franchise operations comprised of 14 of the 25 markets of India having 21 manufacturing locations and
150 SKUs. It contributed to approximately 40% of the revenues of Coca-Cola India
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Role
Strategic Level
• Responsible for developing the strategy for franchise operations as a key member of the
‘management team’ of the franchise operations vertical. This included
partnering business in growing business in 14 markets across India, with appropriate portfolio
and SKUs of product;
Pricing strategy basis price demand sensitivity analysis.
Appropriate investments in market development and celebrity endorsements to create a
“consumer pull” / demand creation AND outdoor marketing.
Partnering business in development of appropriate “Go To Market” strategies and select
appropriate channels.
Working collaboratively with Manufacturing, Supply Chain, Marketing, Packaging, and
Sales departments to constantly innovate on operating models to optimize cost.
• Preparing the Annual Business Plan for franchise operations that dovetailed into the overall
business strategy. This included working with business to prepare the annual planned financials
incorporating the planned sale & costs of 150 SKUs, resources required, marketing investment and
overheads.
Operational Level
• Driving Business profitability through active financial management of the business, which included
analysis and benchmarking financials & operation strategies across SBUs and with competition.
• Reporting and presenting of financials as per US GAAP to group office in Hong Kong and
headquarters in Atlanta on a monthly, quarterly, half yearly, and annual basis..
• Reviewing and presenting rolling forecasts to business and group offices with identified risks and
opportunities to forecasts.
• Managing financial risks through development and implementation of control and monitoring
systems. This included compliance and testing of SOX processes.
• Interacting with both internal corporate and external statutory auditors to ensure satisfactory
completion of audits.
• Building capability in the finance organization of the company by developing strategies for
continuous education, skill enhancement & development, and succession planning.
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6. • Developing and maintaining strong relationships with stakeholders, namely, customers, suppliers
of the business
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Corporate Financial Controller
Coca-Cola India (Corporate Office)
2002-2004
Controllership Role
• Managing the budgeting process for Coca-Cola India. This included coordinating with business and
shared services to receive their individual budgets, consolidate the same and subsequently presenting
the consolidated financials with analysis to executive management.
Consolidation and reporting of financial results of separate business operations and geographical
locations (India and area countries).& reporting results (with management narratives) to group office in
Hong Kong and headquarters in Atlanta.
• Finalizing & closing books of accounts as per US GAAP on a monthly and annual basis and as per
Indian GAAP on annual basis.
• Reviewing rolling estimates (revised budgets) of operations & their management narratives and
subsequently explaining variances to group office and headquarters.
• Budgetary control of Coca-Cola India head office expenses and direct marketing expenses of Coca-
Cola India. This included tracking and monitoring spends against budgets.
• Contract management: This included management of several celebrity, advertising & media
company contracts.
• Compliance with statutes; rules; regulations w.r.t.; Service Tax; and Income Tax. This included
timely submission of returns, payment of taxes and ensuring satisfactory assessment of returns.
• Coordinating both internal & statutory audit with the corporate auditing department (CAD) and
external auditors respectively.
• Compliance with company standard practices & procedures;; chart of authority and adherence to
the ‘Code of Business Conduct’ of the company.
Business (Non Carbonated Beverages) Role
As additional responsibility established and managed the finance function for the ‘Non Carbonated
Beverage Business’ (15 SKUs) for Coca-Cola India. The business had 8 manufacturing locations and
25 distribution centres across India.
Strategic Level
• Responsible for developing the strategy for non carbonated beverages operations as a key member
of the ‘management team’ of the business. This included building business models which were
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7. economically viable and sustainable; determining product mix, developing ‘go to market’, pricing,
and marketing strategies for various markets across India
• Preparing the Annual Business Plan for franchise operations that dovetailed into the overall
business strategy. This included working with business to prepare the annual planned financials
incorporating the planned sale & costs of 15 SKUs, resources required, marketing investment and
overheads.
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Operational Level
• Driving Business profitability through active financial management of the business, which included
analysis and benchmarking financials & operation strategies across various markets and with
competition.
• Reporting and presenting of financials as per US GAAP to group office in Hong Kong and
headquarters in Atlanta on a monthly, quarterly, half yearly, and annual basis..
• Managing financial risks through development and implementation of control and monitoring
systems for inventory and credit management, discounting schemes, and costs.
• Contract management: This included management of several celebrity, advertising & media
company contracts.
• Compliance with statutes; rules; regulations w.r.t.; excise duty; sales tax, service tax and Income
Tax. This included timely submission of returns, payment of taxes and ensuring satisfactory
assessment of returns.
• Interacting with both internal corporate and external statutory auditors to ensure satisfactory
completion of audits.
• Building capability in the Finance organization of the company by developing strategies for
continuous education, skill enhancement & development, and succession planning.
• Developing and maintaining strong relationships with stakeholders, namely, customers,
distribution partners, clearing & forwarding agents, co-packers and suppliers of the business
Head of Audit
Coca-Cola India (Corporate Office)
2000
Role
• Risk profiling of business verticals, units and shared services functions and subsequently
developing annual audit plan for the company. This included identifying & classifying risks into
strategic, operational, and process categories to ensure a risk based methodology is followed in the
auditing function.
• Designing detailed audit programs based on the risk profile of various business units and shared
services functions.
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8. • Executing the annual audit plan to ensure that all non-compliance with standard practices &
policies; standard accounting codes; chart of authority; & credit policies are highlighted to operating
& executive management.
• Reporting key audit findings with management action plan to the audit committee on a quarterly basis.
• As custodian of the ‘Company’s Code of Business Conduct’ for the company, responsible for
creating awareness and investigating violations.
• Building capability in the Audit organization of the company by developing strategies for continuous
education, skill enhancement & development, and succession planning.
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Manager
Internal Audit
Coca-Cola India
1999-2000
Role
• Leading Teams of auditors to audit the plants and shared services functions of Coca-Cola India.
• Preparing audit reports documenting risks and recommendations for corrective actions.
• Presenting audit results to business managers and function heads.
• Investigating code violations and recommending action.
• Presenting the ‘Code of Business Conduct” to groups of associates on a continuous basis to create
awareness and a better understanding of the code by all associates.
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WORKING EXPERIENCE
A. Director Finance & CFO 2008 to date
Becton Dickinson
South Asia
Note: Bangladesh Legal entity established in 2015
B. General Manager –Finance 1st
Feb 2007 to 30th
June 2008
IBM India
C. General Manager Finance (Franchise Operations) 2005 to January 31st
2007
Corporate Financial Controller 2002 to 2004
Head of Audit 2001
Manager Internal Audit 1st July 2009 to2000
Coca - Cola India
D. Senior Manager 1st
Jan 1999 to 30th
June 1999
KPMG
E. Qatar Navigation
(The national shipping company of Qatar
rendering cargo, shipping agencies, offshore, and
sub sea maintenance services)
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9. Senior Auditor 1996 to 1998
Internal Auditor 1993 to 1995
F. DMG (A Chartered Accountancy Firm)
Partner 1990 to 1992
G. Citibank (A worldwide Banking Corporation)
Industrial Trainee (Consumer Services Group) 1988 to 1999
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10. Senior Auditor 1996 to 1998
Internal Auditor 1993 to 1995
F. DMG (A Chartered Accountancy Firm)
Partner 1990 to 1992
G. Citibank (A worldwide Banking Corporation)
Industrial Trainee (Consumer Services Group) 1988 to 1999
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