Dave SANYAL CMA; FCMA; MCOM; B.COM; P.G.D.B.A
E Mail : firstname.lastname@example.org
Well accomplished & result driven senior finance executive. Have progressive experience of over 20 years in finance, accounting, auditing, internal control, vendor management, I.T. including ERP implementation and maintenance and HR Functions of new and existing affiliates of global multi-billion Integrated Oil & Gas Company named TOTAL S.A. France in six different countries before coming to Canada. Three years in Agriculture sector in Canada quadrupling its operation. Accomplished expertise in turn arounds of companies and managing affiliates in the most adverse situations. A M&A expert with manufacturing background and implementation of IT application tools. Briefly advised a Home Décor company for a turnaround, with change management and business process reengineering. Joined telecommunication giant Bell Canada’s 100% subsidiary, Northwestel, in Whitehorse, Yukon in a challenging position.
·Organising & Restructuring Corp. Finance
·Implementing Policies & Procedures
·Mergers & Acquisitions
·Growth Strategy Development
·I.T. Systems implementation (SAP & JDE)
·Working capital management
·Reporting & MIS
·Budgeting and Planning
·HR - Recruiting, Training, Compensation & Payroll
·Bachelor of Commerce (Major in Accounting)
·Master of Commerce
·Post Graduate Diploma in Business Management
·FCMA – Institute of Cost & Management Accountant – Fellow Member, India
·CMA – Institute of Cost & Management, USA
·J.D Edwards functional training from SYSTIME of CMS Group
·Mgt. Development Program in Xavier Labour Research Institute (XLRI), India
·ISO 9002 Auditors course by Quality Management International – London
·Strategic Planning & Advanced Finance – HEC Management School, France
·Leadership Course by Solvay Brussels – Economics & Management
·Fellow Member of Cost & Management Accountants of India
·Member of FEI Canada (Finance Executives of Industries, Canada
·Member of IMA (The Association of Financial & Accountants Professionals in Business)
Career History - Canada
NORTHWESTEL 2019 Apr - Current
Director of Finance
A highly professional telecommunication company which is 100% subsidiary of Bell Canada and head quartered in Whitehorse, Yukon. Connects 120,000 people covering the entire Northern Region, East to West, with its 500 over employees. Looking after Finance & Accounts in SAP environment with 20 staffs and four direct Associate Directors managing $260 mil. turnover and $40 mil. Capex annually.
AZ HOME TRADING LTD. - CANADA 2018 May – 2019 Mar
Chief Financial Officer (Contract)
AZ Home is a leading supplier of home décor products to independent department Stores (Dollar Stores), Key Customers (Wal-Mart, Staples, Loblaw, London Drugs, Rona etc.) and E-Commerce portals (Amazon) for over 40 years in Canada and North America. Due to some unfavourable changes (both internal and external), the company was in a sliding mode from the last two years. Currently advising the company for a complete turn round and business reengineering process which includes laying of policies and procedures, Inventory control, preparing Budgeting & Forecasting, aligning treasury management, cleaning of delinquent receivables, restructuring insurance and defining a road map for future. Grooming the existing Manager towards next generation CFO of the company.
AGROCORP HOLDING INTERNATIONAL - CANADA 2015 Nov - 2018 May
Chief Financial Officer
Agrocorp International is a wholly owned subsidiary of Agrocorp International Pte Ltd. based out of Singapore. It is one of the largest pulse trading houses in the world, trading more than 8 million metric tons of diverse agricultural commodities each year with $3 billion turnover, 30 0ffices and 8 processing facilities. The company in Canada has a turnover of 200 $ Mil. And employs 60 staff in 4 owned and around 20 3rd party plants in Saskatchewan and Alberta. Major areas of contribution are as under:
·Successfully completed three acquisitions of processing plants in 2016 for CA $14 million
·Standardised Reporting Systems and introduced various MIS Reports
·Cost Control & defined efficiency parameters, online banking, paperless transactions etc.
·Introduced Budgeting process, policies, procedures and reengineered business work flows
·Increase in Net Income from $ 670K in 2015 to $ 2.1Mil in 2016 and Budget $ 3.1 Mil in 2017
·Increased ROI - 4% in 2015 to + 12% in 2016 and Budget +10% in 2017.
·Increased Revenue from $ 150 Million in 2016 to $ 200 million in Budget 2017
·Arranged Term Loan from banks for the first time in the company for $ 22 million
·Arranging Trade finance for the first time in the company for an amount of $ 20 million
·Reduced Interest rate on Asset Leasing from the banks (From 5.05% p.a. to 3.70% p.a.)
·Completion of Transfer Pricing studies on a year on year basis
·Tight control on Capex expenses and performing SWOT analysis, IRR etc. for new investments
·Accessing various Government Grants from Saskatchewan
Career History - International
TOTAL S.A. FRANCE 1996 Apr - 2015 Oct
TOTAL S.A. is one of the top integrated oil companies in the world with market cap of $165 Billion and 98,000 employees in 147 countries. Worked as an expatriate (among 3,000 total expatriates in the group) in six countries. 20 years of association with Total with specialization in mergers and acquisitions, manufacturing plants, implementation of policies and procedures, management of entire financial matters; including general accounting, auditing, taxation, budgeting, reporting, I.T. systems, treasury, cost controls and increased ROI’s. Possessed exemplary communication and interpersonal skills to establish rapport with all levels of staff and management with core competences and achievements mentioned below. Well recognized by Head Office as M&A person and management of difficult affiliates. Was last assigned to Ethiopia after Egypt to manage the affiliate but had to fulfil residential obligation in Canada.
ASSIGNMENTS IN TOTAL
Total Egypt Ltd. - Director – Finance & Administration 2013(Oct) – 2015 (Oct)
(Acquired Shell in Egypt, a multiproduct affiliate with 85 network stations and dealing with petroleum products, CNG and Lubricants with 85 staff. Turned around the company to achieve Turnover of $ 265 Mil. and $ 6 Mil. Operating Income. Finally converged the operation with Total to draw synergies of the merger).
·Took control of the company and directed the Finance team of 17 people encompassing controllership, laying of Total policies and Procedures, Business operation streamlining, Financial Planning and Reporting.
·Actively worked with the acquisition deal team of head office in Paris to reach to the final consideration of the Sale & Purchase. Potentially saved the company a few million dollars.
·Actively redefined the Budgeting procedure with 15% growth and savings of fixed costs by realigning job functions and job rotations and changing trade finance facilities.
·Redefined and restructured treasury management thereby saving in interest costs and working capital.
·Implemented new software scrapping legacy ERP system (From J D Edwards to SAP) within a record period of 89 days, starting from Chart of Accounts mapping, data migration, control on segregation of tasks and conflict of interest.
·Devised procedures for compliance in terms of Ethics, Code of Conduct, Accounting Standards and Group’s standards for consolidation of financial results.
·Mitigated Business Risks and enhanced business objectives for higher growth and profitability.
Saudi Total Lubricants Ltd. - Director – Finance & Administration 2010(Oct) – 2013(Sep)
(Existing Lubricant affiliate with 65 staff and with expansion plan of setting up its own blending plant with $ 15 mil. Project and payback of five years. Achieved year on year growth of 10% in volume (32.4 KT in 2014) and 11.5% on ROACE ($5Mil. in 2014)).
·Negotiated with Bank (HSBC) for long term loan for the lubricant blending plant to be built in Saudi Arabia. Project costs 15 million USD. Handled share Capital Increase.
·Negotiated with Banks for placing a working capital limit of 10 million USD. Affiliate was running without any limit.
·Handled Board Meetings in HQ in Paris with long term plans and future strategies for the company.
·Handled all HR Matters - payroll, training, succession planning, HP Candidates, labour issues.
Total (Fiji) Ltd. - Vice President – Finance & Corp. Affairs 2006 (Oct) – 2010 (Sep)
(Acquired 80 years old Shell business in Fiji, Tonga & Samoa – multicultural, multi-location, multi time zone and multi – currency affiliates with 125 direct staff and 150 contract staff and a year on year 10% growth in terms of volume and Operating profit. Turned a loss-making business to a profit-making entity)
·Super normal profit for Fiji affiliate with investment payback period of 4years. Paid record dividend from the affiliate. (2010 – 6 million USD)
·Reducing costs, implementing EOQ & other Inventory Control measures, Internal Controls & Audits etc. Adjudged and awarded as best affiliate amongst 57 entities in Asia Pacific region in terms of profitability.
·Resolution of Tax Issues of Shell and saving the company USD 12 Million.
Total Cambodge Ltd. - Director – Finance & Administration 2001 – 2006
(US$ 50 Million turnover and 260 employees. Company dealing with petrol, diesel, lubricants, LPG and network stations (COCO, CODO & DODO Company was reporting losses from 1993 to 2000. Turned around in 2001. Increased throughputs (30,000MT in 2001 to 78,000 MT in 2005).
·Developed in house software for data integration from network stations to head office. Introduced loyalty card and coupons with adequate security measures. (Sale of coupons increased from 30KUS$ in 2001 to 140KUS$ in 2005.)
·Acquisition of Shell: - project viability, supply logistics, synergies, ROI etc.
·Managed I.T. & HR functions as a part of Finance Department
·Was selected in the final round of three best “Innovative Ideas” of the group for the year 2005 out of 1881 entries from 148 countries.
·Selected second time as one of the top Asian managers for Executive Training Program in Bangkok in Strategic Planning, conducted by HEC Management School, France.
Total Oil Singapore. - Asst. Director – Finance & Admin. 1999 - 2001
·Responsible for the growth of Sales and Operating Income during the period of 1999 - 2000. (Sales increased from US$ 42 Mil. to US$ 48 Mil. & Operating Income from US$ 2.5 Mil. To US$ 3.2 Mil.). The subsidiary posted losses prior to 1999.
·Handled the merger between Total, Fina & Elf at Singapore in terms of Financing, Accounting, Legal, Information Systems, Due Diligence, Taxes, Commercial viabilities etc and constantly monitored the synergies, ensuring a successful mega merger. (An experience worth discussing further in details)
Elf Lubricants India Ltd. – Asst. Vice President – Finance & Administration 1996 – 1999
·Largely involved in the company's phenomenal success and growth in operation (1,000 MT in the first year to 25,000 MT in the fifth year & 1993 operating Income of 0.25 Mil. French Franc to 14 Mil. French Franc in 1997. Throughput increased from 8.5 Mil FF to 178 Mil FF.
·Introduced Internal Audit and Computerized Accounting system in 42 depots spanning the country. Controlled 5 Regional Offices and over 350 distributors.
·Got the company accredited as an ISO 9002 certified company.
Past Social Commitments
Vice President of Indian Association of Cambodia
Chairman of Business Advisory Council in Cambodia
Director in the Board of Reproductive & Child Health Alliance in Cambodia (RAACHA)
Director in the Board of Disability Action Council (DAC)
Honorary faculty in “Corporate Finance” in Preston University, USA, Cambodia Chapter.
Honorary faculty in “Cost Accounting” for ACCA, London, Cambodia Chapter.
Reference: Will be provided upon request.