Taras Services Ltd - CFO Services & PricesMatteo Turi
See attached CFO services & prices on offer to clients. Prices are now available for 5 products:
1) Business plans
2) Growth
3) Crisis
4) Exit
5) Governance & transformation
Marco Gibertoni has over 30 years of experience in the medical device industry, holding various sales and business development roles at companies including Medtronic, Dideco S.p.A., and ProLife Innovations srl. He has a track record of exceeding sales targets and growing new business units from the ground up. Gibertoni also pursued additional education in general management through ALMA Graduate School.
Lafarge is a French multinational company that specializes in cement, construction aggregates, and concrete. It was founded in 1833 and has since expanded globally through mergers and acquisitions. Lafarge now operates in 75 countries and aims to be a leader in the building materials sector.
The document discusses Lafarge's strategic management process and reasons for becoming a multinational enterprise. Lafarge uses the five stages of strategic management - identifying its mission, analyzing environments, formulating objectives and plans, implementing plans, and evaluating operations. As a multinational, Lafarge can access new markets, diversify risk, reduce costs, and overcome trade barriers. Its global operations allow it to best serve changing needs worldwide
- Trafigura delivered a robust performance in 2016 despite challenging market conditions, with significant growth in trading volumes and strong profitability, though lower than the record results in 2015.
- Net profit was $975 million, down 12% from 2015, while revenue was flat at $98.1 billion. EBITDA was $1.6 billion, down 13% from 2015.
- Trading volumes grew strongly in both Oil and Petroleum Products and Metals and Minerals. Capital expenditure declined as major investment projects neared completion. The company also began reducing leverage and introduced changes to strengthen management.
Fernando Melo is an experienced CEO and managing director with over 20 years of experience leading operations and developing strategies. He has a track record of turning around underperforming companies and improving quality, efficiency, and profitability. Currently he is the Commercial Director at Alliance Healthcare France, a leader in pharmaceutical distribution in Europe.
This document is a semester project report submitted by a group of students to their professor. It analyzes an intersection involving Farmington Avenue, Asylum Avenue, Spring Street, and Garden Street. The report includes sections on literature review, data collection of the existing intersection, analysis using traffic simulation programs, a proposed redesign of the intersection, and conclusions. The objective is to study the existing intersection and propose a redesign to improve traffic flow and safety.
Este documento presenta un manual de citación APA en 3 oraciones o menos:
El manual provee información sobre la importancia de citar, el plagio, las diferentes formas de citar como citas directas e indirectas y cómo citar autores y paginación. Además, explica cómo crear una lista de referencias siguiendo el estilo APA. El objetivo es proveer una guía práctica para citar correctamente siguiendo las normas establecidas por la American Psychological Association.
Taras Services Ltd - CFO Services & PricesMatteo Turi
See attached CFO services & prices on offer to clients. Prices are now available for 5 products:
1) Business plans
2) Growth
3) Crisis
4) Exit
5) Governance & transformation
Marco Gibertoni has over 30 years of experience in the medical device industry, holding various sales and business development roles at companies including Medtronic, Dideco S.p.A., and ProLife Innovations srl. He has a track record of exceeding sales targets and growing new business units from the ground up. Gibertoni also pursued additional education in general management through ALMA Graduate School.
Lafarge is a French multinational company that specializes in cement, construction aggregates, and concrete. It was founded in 1833 and has since expanded globally through mergers and acquisitions. Lafarge now operates in 75 countries and aims to be a leader in the building materials sector.
The document discusses Lafarge's strategic management process and reasons for becoming a multinational enterprise. Lafarge uses the five stages of strategic management - identifying its mission, analyzing environments, formulating objectives and plans, implementing plans, and evaluating operations. As a multinational, Lafarge can access new markets, diversify risk, reduce costs, and overcome trade barriers. Its global operations allow it to best serve changing needs worldwide
- Trafigura delivered a robust performance in 2016 despite challenging market conditions, with significant growth in trading volumes and strong profitability, though lower than the record results in 2015.
- Net profit was $975 million, down 12% from 2015, while revenue was flat at $98.1 billion. EBITDA was $1.6 billion, down 13% from 2015.
- Trading volumes grew strongly in both Oil and Petroleum Products and Metals and Minerals. Capital expenditure declined as major investment projects neared completion. The company also began reducing leverage and introduced changes to strengthen management.
Fernando Melo is an experienced CEO and managing director with over 20 years of experience leading operations and developing strategies. He has a track record of turning around underperforming companies and improving quality, efficiency, and profitability. Currently he is the Commercial Director at Alliance Healthcare France, a leader in pharmaceutical distribution in Europe.
This document is a semester project report submitted by a group of students to their professor. It analyzes an intersection involving Farmington Avenue, Asylum Avenue, Spring Street, and Garden Street. The report includes sections on literature review, data collection of the existing intersection, analysis using traffic simulation programs, a proposed redesign of the intersection, and conclusions. The objective is to study the existing intersection and propose a redesign to improve traffic flow and safety.
Este documento presenta un manual de citación APA en 3 oraciones o menos:
El manual provee información sobre la importancia de citar, el plagio, las diferentes formas de citar como citas directas e indirectas y cómo citar autores y paginación. Además, explica cómo crear una lista de referencias siguiendo el estilo APA. El objetivo es proveer una guía práctica para citar correctamente siguiendo las normas establecidas por la American Psychological Association.
We scale up your business to profit on exitMatteo Turi
Anthropic
E: info@anthropic.com
We are here to discuss your business needs and how we can help you achieve financial success.
Please get in touch to arrange an initial discussion.
SECTION G. CONTACT DETAILS
Anthropic
E: info@anthropic.com
We scale up your business to financial success
Thank you for your interest in Taras CFO Services Ltd. Please do not hesitate to contact us to discuss how we can help your business.
CV Andrea Amatori-New per Linkedin_27.04.2016_ENAndrea Amatori
Andrea Amatori has over 15 years of experience in finance leadership roles in the FMCG industry. He currently serves as the CEO and CFO of Red Bull France, where he helped achieve positive operating profits for the first time. Previously, he was the Area Finance Manager for Red Bull Southern Europe, managing finances for 12 countries. He also held CEO/CFO and finance management roles in Red Bull Italy over 10 years, where he helped improve margins and accomplish revenue and profit targets.
The document provides an agenda and introductory remarks from an investor day presentation by Generali. The agenda outlines presentations from the Group CEO, Group CMO, Group COO, and Group CFO. In his introductory remarks, the Group CEO discusses how Generali delivered on initial turnaround priorities one year early by addressing organizational issues, restoring its capital position, and embedding operational discipline. He then outlines how the company's financial performance has been revived in terms of profitability, capitalization, and dividends. The Group CEO indicates Generali has started developing a new strategy and 3-year business plan internally since the end of 2014.
Taras CFO Services - "To Execute Your Financial Success"Matteo Turi
At Taras Services Ltd, we are proud to be business partners of our clients.
For each service we offer, we explain:
1.What we do
2. Why you should choose us
3. The value we offer to your business
4. The price we charge for our service
Geoff Saunders is a management consultant and interim manager with over 20 years of experience in change management across several industries including retail, hotel, IT, telecoms, and manufacturing. He has worked extensively in Europe, including in Russia, Germany, France, Italy, and more. Key to his success has been identifying and developing staff to take projects in-house. Some of his achievements include developing finance functions and controls for companies in various sectors and countries, and implementing systems to improve operations and management information.
The annual general meeting reviewed Coemac's financial results for 2015 and outlook for 2016. Key points included:
- Coemac led a turnaround in 2015 with improved profits, reduced debt, and market growth.
- Sales increased 7.4% while EBITDA rose 126.8% and net debt declined 363.5 million euros.
- A corporate restructuring was proposed to address losses and improve the structure.
- The outlook for 2016 was positive with continued profitability gains expected despite economic uncertainty.
Societe Generale is transforming its organization to enable positive corporate disruption and empower its employees through innovation. It is taking three strategic approaches: 1) Breaking down silos and encouraging agility and managerial innovation, 2) Adopting a caring, positive management style focused on co-development, and 3) Providing an adequate, innovative ecosystem including training, technology, and open innovation to support employees. The bank acknowledges it is still learning through experimentation but hopes this disruptive, innovative approach will lead to superior, sustainable growth.
AB Dynamics designs, manufactures and supplies advanced testing equipment for the automotive industry. In the past year, the company saw a 23.9% increase in revenue to £20.5 million and a 16% increase in operating profit to £4.4 million. The company has a strong order book of over £12 million that covers revenues into the third quarter of 2017. AB Dynamics is currently constructing a new 3,070 square meter manufacturing facility that is expected to be completed in the third quarter of 2017. The company has experienced strong growth due to increasing automotive R&D spending globally and the development of new technologies like advanced driver assistance systems and autonomous vehicles.
The Supervisory Board of Klöckner & Co SE summarizes its activities in fiscal year 2016. It advised and supervised the Management Board, approving all legally required transactions. Key topics included the Company's strategy, especially digital transformation. The Supervisory Board consists of six shareholder representatives organized into an Executive Committee and Audit Committee. Meetings achieved a high attendance rate. The Supervisory Board fulfilled its legal and oversight duties during the reporting period.
TomTom operates in a highly competitive and volatile GPS device industry. While once dominant in personal navigation devices (PNDs), declining PND sales have hurt TomTom's market share and profits in recent years. Compared to competitors Garmin and MiTac, TomTom's stock has been more volatile with a higher beta and lower P/E ratio, indicating higher risk. To adapt, TomTom has diversified into new products like smartphone apps, in-dash systems, and digital maps. However, heavy reliance on PNDs continues to impact financial performance negatively compared to competitors. A new strategic plan is needed to improve TomTom's position in the changing industry.
- 3M's 2012 annual report summarizes the company's financial performance and strategic initiatives for the year. Net sales increased slightly to $29.9 billion while earnings per share grew 6% to $6.32. The report highlights 3M's new vision of using technology, products and innovation to advance companies, enhance homes, and improve lives. It also outlines six strategies to drive growth and the company's financial targets for the next five years. Overall, 2012 was a solid year of results in an uncertain economy and 3M is well-positioned for continued success.
2016 Annual General Meeting of Shareholders Aegon N.V.Aegon
Shareholders are invited to attend the 2016 Annual General Meeting of Shareholders (AGM) of Aegon N.V. on Friday May 20, 2016 at 10.00 a.m. at Aegon's head office in The Hague, the Netherlands.
The document provides an annual report for Coemac Group for 2015. Some key points:
- 2015 was a turning point as the group divested its tile business and lost control of its insulation business.
- Sales grew 7.4% to €129.7 million despite reductions in size, with EBITDA increasing 127% to €8.4 million.
- Both the gypsum and pipes/fittings businesses achieved positive EBITDA for the first time since 2010.
- Restructuring of the insulation business' debt led to a €363.5 million reduction in net financial debt.
- The changes positioned Coemac to focus on its core Iberian plasterboard
Jodie Maccarrone has extensive experience leading financial services companies through transformations. She has overseen divestments of business segments in Mexico and Canada, improving profitability and stabilizing operations. Her experience also includes developing strategic plans, optimizing costs, launching new products and channels, and managing teams across multiple countries and business lines.
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Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
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Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
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We scale up your business to profit on exitMatteo Turi
Anthropic
E: info@anthropic.com
We are here to discuss your business needs and how we can help you achieve financial success.
Please get in touch to arrange an initial discussion.
SECTION G. CONTACT DETAILS
Anthropic
E: info@anthropic.com
We scale up your business to financial success
Thank you for your interest in Taras CFO Services Ltd. Please do not hesitate to contact us to discuss how we can help your business.
CV Andrea Amatori-New per Linkedin_27.04.2016_ENAndrea Amatori
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The document provides an agenda and introductory remarks from an investor day presentation by Generali. The agenda outlines presentations from the Group CEO, Group CMO, Group COO, and Group CFO. In his introductory remarks, the Group CEO discusses how Generali delivered on initial turnaround priorities one year early by addressing organizational issues, restoring its capital position, and embedding operational discipline. He then outlines how the company's financial performance has been revived in terms of profitability, capitalization, and dividends. The Group CEO indicates Generali has started developing a new strategy and 3-year business plan internally since the end of 2014.
Taras CFO Services - "To Execute Your Financial Success"Matteo Turi
At Taras Services Ltd, we are proud to be business partners of our clients.
For each service we offer, we explain:
1.What we do
2. Why you should choose us
3. The value we offer to your business
4. The price we charge for our service
Geoff Saunders is a management consultant and interim manager with over 20 years of experience in change management across several industries including retail, hotel, IT, telecoms, and manufacturing. He has worked extensively in Europe, including in Russia, Germany, France, Italy, and more. Key to his success has been identifying and developing staff to take projects in-house. Some of his achievements include developing finance functions and controls for companies in various sectors and countries, and implementing systems to improve operations and management information.
The annual general meeting reviewed Coemac's financial results for 2015 and outlook for 2016. Key points included:
- Coemac led a turnaround in 2015 with improved profits, reduced debt, and market growth.
- Sales increased 7.4% while EBITDA rose 126.8% and net debt declined 363.5 million euros.
- A corporate restructuring was proposed to address losses and improve the structure.
- The outlook for 2016 was positive with continued profitability gains expected despite economic uncertainty.
Societe Generale is transforming its organization to enable positive corporate disruption and empower its employees through innovation. It is taking three strategic approaches: 1) Breaking down silos and encouraging agility and managerial innovation, 2) Adopting a caring, positive management style focused on co-development, and 3) Providing an adequate, innovative ecosystem including training, technology, and open innovation to support employees. The bank acknowledges it is still learning through experimentation but hopes this disruptive, innovative approach will lead to superior, sustainable growth.
AB Dynamics designs, manufactures and supplies advanced testing equipment for the automotive industry. In the past year, the company saw a 23.9% increase in revenue to £20.5 million and a 16% increase in operating profit to £4.4 million. The company has a strong order book of over £12 million that covers revenues into the third quarter of 2017. AB Dynamics is currently constructing a new 3,070 square meter manufacturing facility that is expected to be completed in the third quarter of 2017. The company has experienced strong growth due to increasing automotive R&D spending globally and the development of new technologies like advanced driver assistance systems and autonomous vehicles.
The Supervisory Board of Klöckner & Co SE summarizes its activities in fiscal year 2016. It advised and supervised the Management Board, approving all legally required transactions. Key topics included the Company's strategy, especially digital transformation. The Supervisory Board consists of six shareholder representatives organized into an Executive Committee and Audit Committee. Meetings achieved a high attendance rate. The Supervisory Board fulfilled its legal and oversight duties during the reporting period.
TomTom operates in a highly competitive and volatile GPS device industry. While once dominant in personal navigation devices (PNDs), declining PND sales have hurt TomTom's market share and profits in recent years. Compared to competitors Garmin and MiTac, TomTom's stock has been more volatile with a higher beta and lower P/E ratio, indicating higher risk. To adapt, TomTom has diversified into new products like smartphone apps, in-dash systems, and digital maps. However, heavy reliance on PNDs continues to impact financial performance negatively compared to competitors. A new strategic plan is needed to improve TomTom's position in the changing industry.
- 3M's 2012 annual report summarizes the company's financial performance and strategic initiatives for the year. Net sales increased slightly to $29.9 billion while earnings per share grew 6% to $6.32. The report highlights 3M's new vision of using technology, products and innovation to advance companies, enhance homes, and improve lives. It also outlines six strategies to drive growth and the company's financial targets for the next five years. Overall, 2012 was a solid year of results in an uncertain economy and 3M is well-positioned for continued success.
2016 Annual General Meeting of Shareholders Aegon N.V.Aegon
Shareholders are invited to attend the 2016 Annual General Meeting of Shareholders (AGM) of Aegon N.V. on Friday May 20, 2016 at 10.00 a.m. at Aegon's head office in The Hague, the Netherlands.
The document provides an annual report for Coemac Group for 2015. Some key points:
- 2015 was a turning point as the group divested its tile business and lost control of its insulation business.
- Sales grew 7.4% to €129.7 million despite reductions in size, with EBITDA increasing 127% to €8.4 million.
- Both the gypsum and pipes/fittings businesses achieved positive EBITDA for the first time since 2010.
- Restructuring of the insulation business' debt led to a €363.5 million reduction in net financial debt.
- The changes positioned Coemac to focus on its core Iberian plasterboard
Jodie Maccarrone has extensive experience leading financial services companies through transformations. She has overseen divestments of business segments in Mexico and Canada, improving profitability and stabilizing operations. Her experience also includes developing strategic plans, optimizing costs, launching new products and channels, and managing teams across multiple countries and business lines.
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3. SECTION A. BUSINESS CYCLES
32/29/2016
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15
Sales 0 2 3 5 8 7 8 7 5 4 3 4 6 8 10
EBIT -0.2 0 0.1 1 3.5 3.5 3 2.8 1 -0.2 -1 -0.5 1 2.8 4
Cash flow -1 -0.5 0 0.3 0.9 2 1.8 1.6 0.3 -0.5 -2 -0.5 0.5 1.5 3
-4
-2
0
2
4
6
8
10
12
BUSINESS CYCLES LIFETIME
Stagnation
Ideal exit
Start-up
Each business goes through different seasons & cycles
4. SECTION A. CRISIS
42/29/2016
Year 1 Year 2 Year 3 Year 4
Sales 5 4.5 4 2.5
EBIT 1 0.8 0.2 -0.2
Cash flow 1.3 0.6 -0.2 -1
-2
-1
0
1
2
3
4
5
6
Scenario 1 : CRISIS Typically a business in crisis requires
restructuring and structural changes.
I help my clients to positively react to
crisis and to start a new path to growth.
See case studies in section C
5. SECTION A. GROWTH
52/29/2016
Year 1 Year 2 Year 3 Year 4
Sales 2.5 4 4.5 5
EBIT 1 1.5 1.6 1.8
Cash flow 1 1.3 1.4 1.4
0
1
2
3
4
5
6
Scenario 2 : GROWTH Typically a business that grows does not
generate as much cash flow as the rising
revenues.
I help my clients to maximise their
commercial and structural growth.
See case studies in section C
6. SECTION A. STAGNATION
62/29/2016
Year 1 Year 2 Year 3 Year 4
Sales 4 4.5 4 4.2
EBIT 1 1 0.8 0.6
Cash flow 0.9 0.7 0.6 0.5
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Scenario 3 : STAGNATION Typically a business that stagnate
requires commercial and financial
structural changes.
I help my clients to turn stagnation into
opportunities for successful growth
and/or transformation.
See case studies in section C
7. SECTION A. EXIT
72/29/2016
Year 1 Year 2 Year 3 Year 4 Year 5
Sales 4 3 2.5 3.5 5
EBIT 1 0.2 0 0.7 1.3
Cash flow 0.5 -0.5 -0.7 0.1 0.8
-1
0
1
2
3
4
5
6
Scenario 4 : EXIT
Wrong time to exit
Right time to exit
Best exits are achieved with exit plans.
I help my clients to improve value of their
business throughout the sale execution
See case studies in section C
8. SECTION B. PRODUCTS ON OFFER
82/29/2016
Product What we do Why us Real value
1) Business plan –
design & execution
We raise capital with the
best valuation for your
business
Our track record for
raising funds speaks for
ourselves in a number
of countries
Best valuation of your
business and best
treatment from banks
and investors
2) Growth management We ensure your growth
plans are adequately
financed
We have successfully
assisted businesses in
rapid growth. We
partner with the best
finance institutions
Your business will pay
you the dividends that
you have worked hard
for
3) Crisis management We adopt the right
method to resolve crisis
We have resolved crisis
at Severn Trent with our
political and financial
skills
Business recovery from
crisis to start a new
season of growth. New
market approach
4) Exit plan We plan your exit in
advance and we execute
it at the best price for
you
Successful M&A & due
diligence. We know what
drives value on exit
You will exit your
business at the best
possible price
5) Transformation We will manage and
drive your business
Link strategies with
operations. Maximum
Best possible
stakeholder relation and
9. 9
Completed crisis management in Italy
Full board change management, recruited MD in JV
3 Executive Directorships in overseas JV
1 Non-Executive directorship in overseas JV
Chaired Steering Committee with Severn Trent plc top Board directors
85 million Euros debt financing deal
27 million Euros new free cash flow across 15 years
Margin transformation (largest project from 9% to 32%)
Tax and treasury overhaul and monetary benefit for the shareholder
Staff performance transformation & active renegotiation of receivable with clients
REFERRAL : G. TYLER, GROUP TREASURY
"I worked with Matteo on the project to refinance a business in Italy. Matteo
was instrumental in bringing the various shareholder parties together to
agree the business plan and lead us to close the agreed financing. He was
very successful at managing key relationship that had become strained.
He also helped deliver some transformational projects to the core Italian
WATER – UTILITIES SECTOR
SECTION C. CASE STUDIES
PRODUCT 1) BUSINESS PLAN, 3) CRISIS
10. 102/29/2016
New international venture for largest Indian independent power producer
Set up presence in 9 countries with 28 entities managed. Head office set up in Netherlands
First time 3-year strategic plan with major expansion in USA with €100 million funding initiative
€120k saving in audit fees and balance sheet overhaul to attract investments
Financial closing for Italian solar power plants
Business restructuring from 53 employees to 9 employees
75% reduction in overheads costs
REFERRAL : J.RAMLER, CONSULTANT
"I have worked with Matteo in 2012 during an interim assignment, setting up finance
and accounting procedures for him. Matteo was a pleasure to work with, even though
times were very busy and information from HQ abroad was often hard to obtain. Open
in his communications, driven and a focus on people is what characterizes Matteo"
RENEWABLE ENERGY & CONSTRUCTION
SECTION C. CASE STUDIES
PRODUCT 1) BUSINESS PLAN, 2)GROWTH, 3) CRISIS
11. 112/29/2016
€40 million private equity investments in renewable energy
14 solar plants financed and built
6 countries of operations
Due diligence on M&A deals
Tax and treasury management with financial modelling
IRR uplift thanks to tax and corporate governance strategy
RENEWABLE ENERGY & CONSTRUCTION
SECTION C. CASE STUDIES
PRODUCT 1) BUSINESS PLAN, 2)GROWTH
REFERRAL : M.FRANCIA, CLIENT
"Matteo was instrumental in the M&A process. We were so
happy with his attitude and commercial focus that we offered
him to leads us into the UK market with a new business
venture"
12. 122/29/2016
EBIT uplift from 1% to 7% in 6 months
New KPI for sales staff with significant margin improvement
New treasury process to allow CHF2 million payment of dividend
Major finance process overhaul with 9 days reduction in month-end
Preparation for IPO floatation. Management of finance function in UK, Germany and
Switzerland
REFERRAL : U. BAKER, ACCOUNTING TEAM
"Matteo Turi was my line manager and Financial Controller while I was
working at K2 Partnering Solution. He is definitely people person and easy to
work with, very intelligent, professional accountant, cares about his team
members and he is always helpful to share his knowledge with the others.
Brilliant manager and it was a pleasure to work for him."
STAFFING AND RECRUITMENT
SECTION C. CASE STUDIES
PRODUCT 5) TRANSFORMATION
13. 132/29/2016
Due diligence on Italian acquisition of €15 million
Negotiated €1 million price reduction
Business development post-acquisition
Transformation of finance staff performance as acting CFO
REFERRAL : E. NAVARRO, MANAGEMENT CONSULTANT
"I’ve had the pleasure to work very closely with Matteo in a long-term project
in Italy where he played a key role in defining and implementing a turnaround
strategy for the finance function of a company acquired by MoneyGram.
Matteo acted as the deputy CFO for the acquired company and delivered
outstanding results in a short period of time"
RETAIL
BANKING
SECTION C. CASE STUDIES
PRODUCT 2) GROWTH, 4) EXIT, 5)
TRANSFORMATION
14. 14
Participated in IPO listing. £17 million raised with subsequent £3 share placing
Raised funds in Italy, France, Spain from €0 to €21 million
Managed start-up phase in Italy, France and Spain
Growth from £20 million to £120 million. Market cap from £60m to £400m
REFERRAL : J.KLEINEHNZ, COMMERCIAL TEAM
"Matteo is simply wonderful to work with. He is meticulous with Finances
and detailed oriented. He is exceptionally organized when it comes to work,
and he will go out of his way to help another co-worker. He is a successful
team player and I am honored to have worked with him"
TELECOMMUNICATION
S
SECTION C. CASE STUDIES
PRODUCT 2) GROWTH, 4) EXIT
15. SECTION D. WHY MT ?
152/29/2016
Business partner dedicated to business success
Recently FTSE 100 clients with Executive Board Directorship in 3 overseas JV
Business success across several countries and industries in 20 years
3 spoken languages
Proven strategies for i) crisis, ii) expansion, iii) stagnation and iv) exit
Accreditation to IIB (Instutute of Independent Business), the IOD (Institute of Directors),
the FSB (Federation of Small Business) and member of the ICCUK (Italian Chamber of
Commerce in the UK)
ACCA (Association of Certified Chartered Accountants) qualification
Non-Executive Directorship accreditation with the Financial Times
16. SECTION E. NON EXECUTIVE DIRECTOR SERVICES
162/29/2016
Matteo
Turi – NED
approach
Board
Effectiveness
Directors
Duties and
Liabilities
Board
Structure &
Performance
Audit &
Financial
Reporting
Risk
Management
& Internal
Controls
IOD member since 2015
Financial Times NED diploma in 2
Completed crisis management
Full board change management
3 Executive Directorships in
overseas JV
1 Non-Executive directorship in
overseas JV
Chaired Steering Committee with
Severn Trent plc top Board
directors
17. SECTION F. MY APPROACH TO BUSINESS AS
FINANCE DIRECTOR
172/29/2016
Performance Control
ProcessPeople
Assurance, insurance, contracts, compliance
Transactions, IT, systems
Tax, budgeting, reporting, treasury
Recruitment, development,
performance, succession
18. 182/29/2016
Product Price
(monthly
) excl.
VAT
What is included
1) Business plan £1,850 Initial visit, set up, market research, cash flow, balance
sheet, P&L.
2 days a month in your office & 20 days a month support
2) Growth £1,850 Funding for growth, execution of growth plan and
management of funding facilities.
2 days a month in your office & 20 days a month support
3) Crisis £1,000 £1,850 for restructuring plan (one-off).
1 day a month in your office & 20 days a month of
support
4) Exit £1,850 After preparation (usually >12 months), the price will
increase to £3,500 to execute the business sale.
2 days a month in your office during preparation (4 days
during execution) & 20 days a month of support
5) Governance & £2,850 Engagement with employees & other stakeholder.
SECTION G. 2016 PRICES
19. CONTACT US
192/29/2016
Partners : Matteo Turi
Trading address : 207 Regent Street W1B 3HH
Tel. 020 32 87 10 55
E: finance@matteoturi.com