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
Mark Shelley has over 30 years of experience in finance roles in various industries including aviation, accounting, and mining. His most recent role is as CFO of SA Express, where he has helped return the airline to profitability. He holds multiple qualifications in accounting and is a Chartered Accountant.
- Company reported financial results for 4Q13 and full year 2013, with consolidated launches totaling R$1.6 billion for 4Q13, up 224.9% quarter-over-quarter.
- Adjusted EBITDA was R$978.9 million for 4Q13 and R$1.3 billion for 2013, reflecting contributions from the Alphaville transaction.
- Net income was R$921.3 million for 4Q13 and R$867.4 million for 2013.
- State Street Corporation delivered value to shareholders, customers, employees, and communities in 2005, achieving financial goals for operating earnings per share growth, operating revenue growth, and return on equity.
- Major accomplishments included record high assets under custody of $10.1 trillion and assets under management of $1.4 trillion, as well as new business wins and customer relationships around the world.
- The company remained focused on financial performance, revenue growth, expense management, and strengthening governance policies to continue delivering value to stakeholders.
- Consolidated launches totaled R$1.6 billion in 4Q13, up 224.9% quarter-over-quarter and 8.7% year-over-year. Consolidated pre-sales reached R$1.3 billion in 4Q13 and R$2.5 billion in 2013.
- Net income for 4Q13 was R$921.3 million and R$867.4 million for 2013. Operating cash generation was R$667.7 million in 2013, resulting in positive free cash flow of R$97.3 million.
- Guidance for 2014 includes consolidated launches of R$2.1-2.5 billion and leverage of 55-65%.
The SGS Group results for 2012 show a year of solid achievement. Our revenue of CHF 5.6 billion (constant currency basis) was up 14.5% over 2011.
On a reported basis, revenue for the year increased 16.3% compared with the 2011 published figures, benefiting from a favorable foreign exchange translation effect of 1.8%.
This increase to the Group's 2012 revenues includes 4.3% from recently acquired companies as well as a strong organic revenue growth of 10.2%.
- 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.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Mark Shelley has over 30 years of experience in finance roles in various industries including aviation, accounting, and mining. His most recent role is as CFO of SA Express, where he has helped return the airline to profitability. He holds multiple qualifications in accounting and is a Chartered Accountant.
- Company reported financial results for 4Q13 and full year 2013, with consolidated launches totaling R$1.6 billion for 4Q13, up 224.9% quarter-over-quarter.
- Adjusted EBITDA was R$978.9 million for 4Q13 and R$1.3 billion for 2013, reflecting contributions from the Alphaville transaction.
- Net income was R$921.3 million for 4Q13 and R$867.4 million for 2013.
- State Street Corporation delivered value to shareholders, customers, employees, and communities in 2005, achieving financial goals for operating earnings per share growth, operating revenue growth, and return on equity.
- Major accomplishments included record high assets under custody of $10.1 trillion and assets under management of $1.4 trillion, as well as new business wins and customer relationships around the world.
- The company remained focused on financial performance, revenue growth, expense management, and strengthening governance policies to continue delivering value to stakeholders.
- Consolidated launches totaled R$1.6 billion in 4Q13, up 224.9% quarter-over-quarter and 8.7% year-over-year. Consolidated pre-sales reached R$1.3 billion in 4Q13 and R$2.5 billion in 2013.
- Net income for 4Q13 was R$921.3 million and R$867.4 million for 2013. Operating cash generation was R$667.7 million in 2013, resulting in positive free cash flow of R$97.3 million.
- Guidance for 2014 includes consolidated launches of R$2.1-2.5 billion and leverage of 55-65%.
The SGS Group results for 2012 show a year of solid achievement. Our revenue of CHF 5.6 billion (constant currency basis) was up 14.5% over 2011.
On a reported basis, revenue for the year increased 16.3% compared with the 2011 published figures, benefiting from a favorable foreign exchange translation effect of 1.8%.
This increase to the Group's 2012 revenues includes 4.3% from recently acquired companies as well as a strong organic revenue growth of 10.2%.
- 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.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Taras Services Ltd - CFO Services & PricesMatteo Turi
This document provides information on the CFO and non-executive director services offered by Matteo Turi. It includes (1) an overview of typical business cycles and scenarios clients may experience; (2) products and services offered to address various needs like business planning, growth management, crisis management and exit planning; (3) case studies demonstrating experience helping clients in different industries and situations; (4) an explanation of Matteo Turi's qualifications and approach; (5) details on non-executive director services; and (6)
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.
Here are the key points that the Tata Steel Group management highlighted regarding their approach over the next 12-18 months given the macroeconomic climate:
- The macroeconomic environment in India and Europe is expected to remain challenging in the near term. While stability is hoped for in India, Europe is expected to stop declining and start showing signs of growth.
- Overcapacity in China and how it is addressed over the next 2 years will be a key issue for the global steel industry.
- In India, Tata Steel will continue ramping up capacity incrementally over the next 2 financial years to reach optimal capacity utilization levels. Focus will remain on strengthening the domestic franchise.
- In Europe, priority will be on improving competit
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.
Changing role of the controller, Ann Desender, VP corporate finance & control...Vlerick_Alumni
This document outlines an agenda for a presentation on Barco, controlling at Barco, and the changing role of the controller. It provides information about Barco as an international technology company with over 1 billion euro in sales across four divisions. It describes Barco's controlling organization and strategy finance function. It notes key changes to the controller role in the past 5 years such as increased business support, improved reporting, and integrated acquisitions. The document includes Barco's job description for controllers emphasizing business partnering, planning, analysis, and ensuring compliance.
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.
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.
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.
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.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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This document provides information on the CFO and non-executive director services offered by Matteo Turi. It includes (1) an overview of typical business cycles and scenarios clients may experience; (2) products and services offered to address various needs like business planning, growth management, crisis management and exit planning; (3) case studies demonstrating experience helping clients in different industries and situations; (4) an explanation of Matteo Turi's qualifications and approach; (5) details on non-executive director services; and (6)
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E: info@anthropic.com
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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.
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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.
Here are the key points that the Tata Steel Group management highlighted regarding their approach over the next 12-18 months given the macroeconomic climate:
- The macroeconomic environment in India and Europe is expected to remain challenging in the near term. While stability is hoped for in India, Europe is expected to stop declining and start showing signs of growth.
- Overcapacity in China and how it is addressed over the next 2 years will be a key issue for the global steel industry.
- In India, Tata Steel will continue ramping up capacity incrementally over the next 2 financial years to reach optimal capacity utilization levels. Focus will remain on strengthening the domestic franchise.
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The annual general meeting reviewed Coemac's financial results for 2015 and outlook for 2016. Key points included:
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- 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.
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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.
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The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
3. SECTION A. BUSINESS CYCLES
32/28/2016
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
42/28/2016
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
52/28/2016
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
62/28/2016
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
72/28/2016
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
82/28/2016
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. 102/28/2016
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. 112/28/2016
€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. 122/28/2016
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. 132/28/2016
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 ?
152/28/2016
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
162/28/2016
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
172/28/2016
Performance Control
ProcessPeople
Assurance, insurance, contracts, compliance
Transactions, IT, systems
Tax, budgeting, reporting, treasury
Recruitment, development,
performance, succession
18. 182/28/2016
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
192/28/2016
Partners : Matteo Turi
Trading address : 207 Regent Street W1B 3HH
Tel. 020 32 87 10 55
E: finance@matteoturi.com