Supply Chain Finance Manager

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Ahmed Gawish https://www.linkedin.com/in/agawish1463046

CFO MD MBA, Value-Driven Strategy Al Rehab City, Cairo, 11841 **.******@*****.*** +201*********

• Executive Leader with 24+ years in managing multi-disciplinary functions, driving growth, and executing successful business transformations in Manufacturing, Logistics, Trading, Automotive and Hospitality sectors in Egypt, Jordan & KSA.

• Offering keen financial management acumen to lead business’ profitability in both lean times and periods of growth. Known for excellent leadership and interpersonal skills, Strong history of achieving both financial and non-financial business goals with effective controls and planning.

• Experienced in a broad range of business activities, including commercial, operations, finance, supply chain and human resources.

• Successfully led & closed restructuring & business operation set up missions across 3 organizations of USD1.5B.

• Drove implementation of business expansion Growth at Orit-Jordan, Delta Galil-Egypt.

• 17 years of collaboration with leading Int’l top audit & consultancy firms including McKinsey, Booz Allen, KPMG, Deloitte and E&Y.

Skills

Operation Management Change Management Financial Transformation Strategic planning Investment Strategies Entrepreneurship Risk Management Budget Management Operational decision making Cost Reduction & Avoidance Policy & Procedure Adherence Business Analysis Education

- Bachelor of Commerce, Finance & economic Ain Shams University

- MBA ESLSCA university.

Language proficiency

- Fluent Command of spoken and written English and Arabic.

- Fair understanding of Spanish and Italian

Courses, Events

- Strategic Marketing Planning, Organizational Behavior, Corporate Governance ECC

- Public Private Partnership Ministry OF Finance

- Doing Business Global Program Sponsored by The World Bank

- Financial Crisis Seminar The American Chamber of Commerce in Cairo

- Code of Conducts & Ethics, Grievance Process Al-Futtaim Group

- Corporate Governance Arab Leaders Academy

Software

Fidelio, Great Plains, Axapta, M3, Movex, I Scala, Oracle and SAP 2

Work Experience

Managing Director 2020-08 – Present

Public Business Sector Manufacturing & Trade business, Cairo Chinese & Porcelain General Company Subsidiary to MICOR Holding. CPGC is a manufacturer of ceramic tiles, sanitary porcelain and tableware selling through domestic market including its own retail business and exporting across ME and Africa with a total HC of 1,300.

• Held concurrent responsibility for management and implementation of turnaround initiatives to improve profitability and customer’ satisfaction thru CRM & product development.

• Enhanced company’s market share, 1% through enhancing due policies, clientele, standard pricing and Product mix.

• Improving working capital and cash flow position by the disposal of 53% of total LO stock, Disposing of unused real estate assets with a net return of 142 million pounds

• Reached EGP53M/ year gas cost saving which involved the Splitting factories gas meters saving $2 per each million BTUs.

• Improved resource productivity resulting in 18% increase in production efficiency thru machine qualification, product selection, and net hour control. SIDNAOUI For Home Supplies Subsidiary to HOTAC Holding. SEDNAOUI is a CRE, Retailer & Distributer of Household appliances, kitchen equipment, tableware, carpets, furniture and home clothes.

It’s an Egyptian Public Investment has a JV business across 190 stores in Egypt with a total of 1920 HC.

• Built policies, procedures, DOA and hierarchy approved by the Board of Directors, develop a 5-year strategy, conduct evaluation and change management, qualifications procurement and recruitment.

• Improved AR DOH 50%, Reduced working capital of 30%, and settling historical social insurance and tax dues.

• Improved stores' partnership revenues of 22%, branch own sales by 62% thru product mix, and reduce redundant inventory of 36%, Processing partnership contract formulas.

• Maximizing investment returns thru re-evaluating company investment shares in Lands & club, and restoring 8 legally usurped branches with revenues of 38 million pounds annually. Chief Financial Officer 2018-07 – 2020-6

Bitunil for Insulating Materials Manufacturing & Overseas Trade Italian, Saudi & Private Public Egyptian Investment.

• Direct teams of IT, Legal, HR, Administration & Finance.

• Directed improvement on business functions KPI's across commercial, SC and production.

• Manage relationships with banks and financial institutions negotiating favorable terms for banking services, credit facilities, and other financial products.

• Led improvements in business functions raised working capital level by 15%, financial leverage by 32%, and production efficiency by 22%.

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• Developed conceptual financing structures, and provide leadership in evaluating short- and long-term strategic financial goals.

• Played a key role on the Board of Directors, advising on implications for business activities and legal concerns.

Head of Finance 2015-05 - 2018-06

Al-Futtaim Group – FAMCO Automotive, Giza

• Supervising Finance, Legal, Human Resources, Logistics and HT teams.

• led the establishment of a new automotive business in Egypt, focusing on cash flow, budgeting, cost optimization, and risk assessment.

• Evaluate banking partnership capabilities, reliability and cost effectiveness.

• Develop and implement controls and procedures to mitigate operational and financial risks associated with treasury activities.

• Driven establishment covered legal due licenses and permits, processes mapping, DOA, SOP, funding structure, cost development, ERP implementation in cooperation with operation seniors & HQ in Dubai.

• Optimized Unit Gross Margin by 40% through logistics process re-engineering.

• Developed finance strategies based on trends, KPIs, trade transactions, service quality, and customer strategies.

Country Chief Financial Officer, Board Member 2010-03 - 2015-02 Delta Egypt -Delta Galil Holland

Manufacturing and exporting knitted garments for top 10 Int’l brands, Cairo & Menia Egypt.

• Supervised functions of HR, IT, Logistics, insurance, legal, and governmental agreements.

• Generated surplus of $30M in cash flow through maintaining supplies term, asset management, restructuring, and cost reduction, supporting acquisition of dye house (vertical expansion) and sewing factory (horizontal expansion).

• Closed acquisition of dye house including due diligence, ROI, operation takeover within deal of 3 parties via escrow account, in period of 4 months.

• Droved business transfer of Cairo FZ operation to Upper Egypt which implemented thru a tight program management within two years & improving product GC of 30%.

• Supervised successful merge & acquisition of DTUP & DTSS companies incl. financials, legal transaction, stock market impact, saving total companies OH of 9% and reducing logistics cost of 7%.

• Restructured labor pay including incentive scheme, payroll change to gross base over HC of 2900 operators which Improved operators' efficiency of 18% up against 5% extra labor cost. Financial Consultant 2006-05 - 2009-11

Egyptian Ministry of Transport

Responsible for financial restructuring on targeted 14 affiliates as well as evaluating new investment opportunities, ensuring balance between social and public rights within rational financial and economic concepts as in charge of business analysis unit.

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• Apply efficient management consulting ensuring subsidiaries authorities' on-going activities and financial KPIs as aligned with targeted consistent improvement, highlighting quick administration actions if any. Identified targeted financial results of related subsidiary authorities as well as following up and identifying factors affecting accomplishment of these targets.

• Represented Egyptian Transport Sector in “DOING BUSINESS” annual survey program, organized & sponsored by World Bank, Upgraded Egyptian rank from 86th level to 24th level during period of 2 years from 2006 – 2008.

• Led & drove strategic operation & investment projects: Establishing ministry’s business analysis unit. ENR Financial Restructuring & Automation - Booz Allen. Business plan of Shobra-Banha free road for execution. Standardizing Egyptian ports commercial - McKinsey. Financial Restructuring of Egyptian Subway. Egyptian Sea Port Strategy – McKinsey. Implementing new costing model - Roads & Bridges authority. Chief Financial Officer 1998-08 - 2006-04

ORIT HOLDING LTD.

Orit Holding LTD. is an American denim Manufacturer operates in Egypt & Jordan's Free Zones, Production of Levi's, Gloria Vanderbilt, Gap and Walmart.

• Supervised functions of HR, IT, Logistics, Administration, legal & governmental agreements.

• Develop strategies to standardize and enhance business asset management.

• Directed all financial activities, including budget development & investment management.

• Improved cash flow, retired debt ahead of schedule and built cash reserves into $400M+ as aligned with controlling Opex & Capex.

• Analyzed operational performance and efficiency to identify and implement cost reduction initiatives and process improvements.

• In-charge of final close & approval of supplies, sub-contracts and agreements. Finance Manager 1994-04 - 1998-07

Elaf for Tourism & Hotel Management

Elaf is a Saudi enterprise specializing in tourism, travel, and hotel management operates in Saudi Arabia, with a presence in Makkah, Medina, and Jeddah. Additionally, Elaf has established a strategic partnership with Helnan Egypt, extending its reach and enhancing its collaborative ventures.

• Led ERP implementation, increasing efficiency within the finance department while enhancing data visibility.

• Oversaw annual audit process, ensuring accurate representation of financial position in accordance with GAAP standards, IFRS across accounting activities including: profit centers generated income, F&B cost control, Fixed Assets management, Insurance related matters, AR control ... etc.

• Preparation of management reports, financial statements and other financial related reports and correspondence

• Negotiated contracts with suppliers for more favorable terms, resulting in significant cost savings.

• Drove revenue growth by identifying key performance indicators and optimizing pricing strategies.

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