• Owns global roadmap, backlog, service model, and solution governance for planning, budgeting, and controllingplatforms. Provides product and service direction to a 50+ person cross-functional team spanning engineering,architecture, data, testing, support and vendors.

• Led technology product direction and governance for the ?35m ONEplan (Board) programme, replacing fragmentedSAP and non-SAP planning tools with a single global solution for core North American, European and APAC marketsand establishing weekly releases after go-live.

• Led technology product direction and governance for a ?5m global SAP Analytics Cloud implementation, retiring 200+SAP BW and 1,000+ Power BI reports, standardising reporting taxonomy and establishing monthly releases whilereducing licensing, support and infrastructure complexity.

• Co-led a ?5m global operating-model change across SAP FC, SAP BW, SAP SAC, SAP ECC and Azure, consolidatingoperating units and redesigning hierarchies ahead of target window.

• Supported the post-separation transition and stabilisation of global finance applications, data and users; subsequentestate simplification and retirement of redundant infrastructure reduced operating costs by more than 20%.

• Implemented Agile and ITSM governance for FP&A, R2R, Treasury and Tax, reducing incident resolution from weeks todays, retiring redundant configuration items and infrastructure, and strengthening SOX and internal GRC compliance.

• Standardised portfolio governance across five technology towers, each comprising ~1-2 portfolios and together coveringa multimillion-pound portfolio of initiatives; aligned roadmaps, business cases, risks, dependencies, and financialaccountability.

• Defined common delivery KPIs across schedule, finance and resources, and led implementation of cross-towerdashboards that replaced fragmented Excel and Power BI reporting with consistent management views.

• Led a finance-operations transition for Nordic markets, defining processes, RACI, KPIs, resource plans and governanceroutines.

• Led controlling teams of 20 people supporting UK and German headquarters functions, covering hiring, performance,development, workload, priorities and service quality.
• Transitioned 15 controller roles to Poland and supported transformation of a 16-person GL team, maintaining servicecontinuity while redesigning responsibilities and working practices.
• Standardised forecasting, reporting and cross-charge processes; documented current and target states, clarified RACIand introduced KPIs and resource planning.
• Improved allocation and business-unit acceptance of central-support costs by increasing transparency andstrengthening cross-charge governance, moving closer to full functional recovery.
• Partnered across Finance, HR, Marketing and Technology to translate operational needs into process and systemchanges, business cases and capacity decisions.

• Altered budgeting (sales, cash and P&L) and purchasing processes, shifting forecast horizon from 1 to 12 months;
• Leading treasuring function, bank selection, and ensuring compliance with OFAC;
• Initiated transformation from cash accounting to financial reporting under US GAAP (with introduction of chart of accounts, BS, P&L, accounting policy);
• Coordinated crisis management process (cost cutting, redundancies, processes redesign, sales transformation);

• Provided expertise on measuring and evaluating employee profitability and effectiveness, introduction of KPIs.

• US GAAP reporting for companies in Finland (turnover over EUR 40 mln.), Switzerland (turnover over EUR 70 mln.), Turkey and Israel;

• Ensured accuracy of the annual and quarterly reports and reporting data (prepare and review F-20 SEC form);

• Cost management for data-center construction in Finland (over EUR 150 mln. asset worth);

• Assisted on preparation of quarterly PR, by providing, computing and reviewing financial and managerial data;

• Initiated and participated in a number of projects related to optimization of processes in local (e.g. systematization of personal costs), US GAAP (e.g. revaluation of monetary items) and management accounting (e.g. purchase orders review);

• Introduction of ORACLE in Turkish entity.

• US GAAP and IFRS reporting for ADM Szamotuly Sp. z o. o. (annual turnover USD 20 mln., daily crush 1,500 MT);

• Controlling CAPEX (AFE) projects with aggregated value of over USD 16 mln;

• Cost analysis of European division for crushing, refinery, cacao, fat and origination and reporting to Decatur;

• Financial risk management (incl. currency hedging) and compliance;

• Internal quality review of the European plants and trading companies;

• Annual impairment tests of the ADM investments in the JVs;

• Supervised team of 8 employees.

• US GAAP and IFRS reporting for ADM Ukraine LLC and ADM Illichivsk JSC (daily crush 700 MT), JV Universal Liquid Terminal (Switzerland);

• Working capital and cash budget management;

• SOX compliance and internal controls;

• Assessed investment opportunities (M&A) and capital expenditures in Ukraine and Russia;

• Supervised team of 4 employees.