Cfo or cfo external subsiadiaries

I’m responsible for all financial, accounting, fiscal, legal, statutory, HR, IT and other supporting staff matters in the region. I do manage the relationship with the local shareholders (51%) and sponsors, relation with local authorities, I’m responsible of legal department, contract manager and legal manager, that report to me for contracts negotiations, shareholders’ agreements, litigations, branches, personnel related legal matters. I’m acting Regional HR Manager and HR manager of UAE and report to me HR managers in Saudi and Qatar. I do report to HQ for all financial, controlling and statutory reports and I’m the compliance officer for policies and procedures implementation and application. I’m responsible for project tender cash flow and project cash flow reporting and follow up.

NLMK Europe
I’m responsible for the European consolidated division that includes 20 legal entities among Belgium, France, Denmark, Luxembourg, Germany, Spain, Italy and some other minors. The role implies the responsibility of:
•	statutory – local, IFRS and US GAAP consolidation and reporting, audits, tax (including transfer price) and legal related matters;
•	finance and treasury management: according to the Corporate Risk Manager I’m responsible for the implementation and follow-up of finance policies, relationship with the banks (about 20 banks and 1 million Euro credit lines), daily treasury management;
•	credit management and controlling: according to the Corporate Risk Manager I’m responsible for the relationship with credit insurer, credit policy implementation, credit risk management;
•	IT-Finance implementations manager:
o	1st January 2014: SAP roll out in Italy;
o	2014: expected roll out of SAP in Belgium and Denmark;
•	M&A
o	2013 NLMK Europe group restructuring: leader of finance, legal and tax issues related to the NLMK Europe restructuring. The operation consisted in reorganizing all European companies below a new mother company with

NLMK Verona
The role requires all statutory, controlling and finance skills related to such position for Italian, IFRS and US GAAP. In particular the Finance portion is particularly strong with over 150 Mil € of debt position which requires a deep knowledge in this area. Also controlling needs to be implemented both in industrial controlling, standard costs, working cycle, etc., and management reporting. The company is relatively new, acquired in 2005 by Duferco and immediately after being part of NLMK – Duferco joint venture in 2006. The company is still in start-up and the investment plan is still on-going, requiring a deep understanding of market benchmark, pay back analysis, etc. The management is very young and a business partner role is strongly required.

The role implies the responsibility of the European consolidated division and the Italian legal entity. Reporting, budgeting, income statement and balance sheet (sales & margins, costs, working capitals – ITO, DSO, DPO – cash flow, inventory controlling, US GAAP), forecasting, SOX manager, Compliance Officer Manager (observance of the group financial and not financial policies), M&A sourcing committee team-mate, trade union committee team-mate, board of directors’ and shareholders’ meetings, yearly statutory balance, general accounting, cash allocations, account receivables and payable, HR payroll, ICO reconciliations, other tax and legal requirements, agreements and contracts, statutory auditors’ activity, tax declarations.

From May 2006 (including other roles mentioned below)
Group C.F.O. Reporting, budgeting, income statement and balance sheet (sales & margins, costs, working capitals – ITO, DSO, DPO – cash flow, inventory controlling), yearly statutory balance, yearly consolidated statutory balance, board of directors’ and shareholders’ meetings, responsible for all administrative activities, tax declarations, general accounting, accounts payable and receivables, credit controlling.
From June 2005 (including other roles mentioned below)
IT Manager. Coordination of all IT projects, definition of all IT medium and long terms strategies, priority definition for all short terms activities, infrastructure, help desk, software implementation, budget.
From September 2004 (including other roles mentioned below)
SAP R3 Implementation Manager. Start-up analysis, implementation and go live: R3 (administration [FI] & controlling [CO], sales & distribution [SD], MRP and MPS, CAD integration, supply chain, inventory and production [MM, PP and WIP add on], product configuration), CRM (Customer Relationship Management), BW (data warehouse) and SEM (SAP Business Intelligence).
From August 2003
Group Controller and Corporate Manager. Monthly profit and loss statements of 7 Italian operations, consolidated profit and loss statements, monthly reports of inventory, account receivables, trade payables and bank accounts statements. Other controlling activities: organization of year-end inventory physical counts, sales control and market strategy support, price list definition support, make or buy analysis, monthly presentation to the board of directors, auditors’ relations, MBO agreements and year-end calculation, support for extraordinary operations.

Consolidation & Reporting Manager
October 2001 – August 2002
Group Consolidation and Reporting Financial Controller (Reporting to the Consolidation Manager) Activity: monthly consolidated financial statements of the 20 European operations (Hyperion software used), monthly consolidated revised budget, general reporting according to the US GAAP and to the policies stated by the US mother company, market sales and margins analysis, cost accounting analysis, working capital (DSO, DSI, DPO, capex,) and balance sheet controlling, corporate presentations. Co-ordinator of IT and re-engineering projects related to the Finance organization.
September 2000 – September 2001
Group Sales Controller - Business Analyst. Activity: monthly consolidated revised sales budget, orders, backlog, margins and market analysis, finished products analysis (slow moving, inventory level, stock list delivery). Weekly reports on sales, orders and cash collections.

June 1999 / July 2000 – Padua
January 1998 / May 1999 - Milan (Italian Headquarter)
My position required deep understanding of the accounting and administrative fields of industrial and commercial companies. I also had to organise and manage the work of audit teams being responsible for their activity. I was a member of audit teams of several industrial companies in the Milan Stock Market and privately owned ones (Italian and foreign ownership). I have drawn up several balance sheet according to the IAS and to the Italian Accounting Principles and I took part in different “special works”, such as mergers, acquisitions and due diligence.