Run Flora London Marathon 2008 and raise money for a charity
Run Flora London Marathon 2008 and raise money for a charity
A commercially focused Finance professional with 11 years of business partnership and team leadership experience in both practice and industry, gained within multinational, fast changing environments in Europe and South America. Qualified CPA (US / France) with extensive experience in international financial control.
(Net revenue: €220 million) – Lyon, France
Reporting to the regional CFO, this role was accountable for financial control, US GAAP reporting and compliance within France, Benelux and Italy, including the leadership and direction of 7 people within General Ledger, Accounts Receivable, Accounts Payable teams based in Lyon, France. Also, responsible for financial system, tax and legal matters within the region.
(European business encompasses Expedia and Hotels.com websites, Expedia’s private labels and Expedia Partner Services Group (global purchasing) for Europe, the Middle East and Africa (EMEA). International annual revenue, primarily Europe revenue is $0.9m) – London, UK
This role is accountable for defining the strategy, structure and processes by which financial control, US GAAP reporting and compliance within Europe are achieved.
The role leads a European accounting management team based in London and Paris responsible for the following functions: General Ledger, Revenue Accounting, Accounts Payable, Financial Operations, Payroll, Project Management and Sarbanes Oxley compliance.
The role has indirect accountability for a centralized accounting team of 30 people and provision of compliance & accounting support to FP&A teams in each country.
The role reports to the Chief Accounting Officer of the company based in the Global HQ in Seattle (USA), and partners with the European leadership team.
The role holds an annual budget for the department of $4m.
Establishing this newly created role by designing and delivering a new European accounting organization able to support future growth within the region:
§Moved from a territory organization to a functional organization structured around Financial Control, Shared Services functions, Revenue Accounting function and Project Management
§Determined clear ownership and primary points of contact within the team for each key budget owners (4 business divisions and European corporate functions).
§Recruitment of new team members (7 positions in 1 year) to deliver the new organization and upgrade talent level within the team to create succession.
§Harmonization of accounting processes and smarter use of technology within 2 different locations including close process acceleration, implementation of standardized electronic Purchase Orders processes and the design of a single approval matrix for Europe
§Design of an annual US GAAP training plan for the European finance team
Design and implementation of new financial and tax models in support of business expansion. Developed markets (UK, Germany, France and Italy) grow by 30% year on year and Expedia enters about 5 to 10 new countries in the region each year by opening both new points of sale and new points of supply.
§Strategic business review in partnership with business leaders to determine their requirements in new countries and define appropriate financial structures to comply with local regulations
§Defined accounting treatments, system set up and processes to roll out a new tax structure in Europe designed to optimize corporate income tax as Europe is growing in significance in global profit.
§ Defined accounting treatments, system set up and processes to roll out a new tax structure in Europe designed to optimize corporate income tax as Europe is growing in significance in global profit.
§Identified a programme of attitudinal and process change for global implementation to move from the current country specific close process to a consistent and accelerated close process from US GAAP to local GAAP, reducing the requirement for local language accountancy.
Provision of strategic accounting support to EU business and global finance leaders and improvement in overall accuracy of the financial statements:
§Developed influential relationships with business leaders which ensure that US GAAP accounting positions for Europe affecting financial statements are considered in advance of commercial decisions.
§Improved accuracy of revenue forecast and actuals by creating the first dedicated revenue accounting role based in Europe partnering with the Partner Services Group on contracts review and determining appropriate accounting treatments for new revenue streams.
§Grow credibility and influence of the accounting department by participating in monthly point reviews of performance and re forecasting with FP&A partners and in quarterly business reviews with the European leadership team. Designed a roadmap to communicate finance vision and objectives to non financial business partners.
(Southern region encompassed markets within France, Spain, Italy, Benelux, Portugal, Brazil, South and Latin America – Net revenue: €400 million) – Lyon, France
This role was accountable for financial control, US GAAP reporting and compliance within the Southern region, including the leadership and direction of 35 people within General Ledger, Accounts Receivable, Accounts Payable, financial risk analysis and project teams in remote locations within Europe and Brazil. In addition the role was accountable for the development of a European Accounts Receivable (AR) function, managed through 5 AR hubs delivering AR and credit control activities for all Europe (European revenue was €1.4 billion). The role partnered with Country Managers, Supply Chain and Operations teams to identify and mitigate risk in strategic initiatives, and drive financial control awareness and improvement.
§Development of financial models to implement Go direct strategy in developing territories (Belgium, Italy, Holland and Mexico) acting as project leader:
§Design and first stage delivery of a commercially-focused European finance organization: integration of remote finance teams into a centralized shared service structure for General Ledger and Accounts Payable. Also, harmonized, defined and implemented efficient and scalable financial processes resulting in no discernable service disruption or quality reduction
§Improvement of monitoring of major financial risks: sales return allowance, allowance for doubtful debt and inventory reserves
§Financial closing process acceleration including reduction of SG&A close timeline by 7 days
§Implementation of a new global tax model in the region and first responsibility for controllership activity of the international holding company including complex acquisition accounting treatments and cash pooling activity.
§Delivered Sarbanes Oxley compliance within the Southern region with a reduction of 40% of controls tested in year 2 in partnership with internal audit team
§Implementation of ERP upgrade in partnership with Corporate IT team acting as local project leader
Management of a portfolio of KPMG’s public & private assurance