Mehmet D.

CFO of Saudi Xerox, a leading provider of digital printing, workplace & cloud solutions and multifunction printers in Saudi Arabia. Saudi Xerox is part of the Olayan Group. Key accomplishments; + Spearheaded the Joint Venture go-live and corporate transition, ensuring seamless continuity across all functions. + Steered the SAP S/4 HANA migration, resolving cross-functional process gaps, stabilizing COPA and aligning financial architecture with company requirements, + Shaped and deployed the company's new strategic direction together with the GM, contributing to business model redesign, operating plans, and financial frameworks that support ambitious growth targets, + Led and institutionalized a complete Policy & SOP ecosystem along with DOA modernization, standardizing company processes primarily in Finance as well as the rest of the organization, + Strengthened enterprise financial discipline, improving billing accuracy, working capital hygiene and audit-ready performance aligned with IFRS, + Led high-pressure multi-department projects (new Head Office, fixed assets, digital archiving) with clear governance, cross-functional alignment, and consistent delivery achieving full operational readiness within one year, + Recognized for decisive leadership and execution, bringing order to ambiguity and converting demanding organizational challenges into structured, repeatable systems. + Fostered talent recognition & culture.

Skybridge Executive Advisors is a premier, boutique management consulting firm specializing in its fields of expertise, particularly on strategy, finance, supply chain, business development and digitalization.

Category CFO with global jurisdiction of a diverse 10 Billion CHF portfolio of global brands (ie. NIDO, NESQUIK, MILO, CARNATION, BEAR BRAND) across geographies with category growth and P&L responsibility at the global HQ in Switzerland, working closely with Markets, Zone Management, R&D, Product Technology Centers and Center F&C functions on financial performance, strategy setting, capex planning, I&R pipeline assessments ie.plant-based with the objective of creating value for shareholders. Key accomplishments; + Actively participated in the preparation of Global Business Strategy (GBS) documents including the long-term financial plans, various other strategy papers as well as Zone and Market Business Strategies, + Delivered transformational growth and profitability across the portfolio with special focus on RTD, + Generated marketing funds for the SBU by setting up tax friendly mechanisms for Centre driven global marketing projects, + Led a global milk powder sourcing project including setting up the transfer pricing framework and governance, generating 10 Mn CHF savings for the Group, + Implemented a powerful Portfolio Analysis tool enabling increased financial visibility and in-depth analysis at country, category, brand and factory levels for a complex portfolio of >10000 SKUs globally, + Participated on numerous M&A projects as a key stakeholder, jointly working with the Corporate M&A Team, + Partnered in Nestlé’s ESG sustainability initiatives, GHG performance system, Task Force on Climate-related Financial Disclosures (TCFD) projects, + As Premiumization and PPP Controller for the Group, set up a lean reporting mechanism allowing for accurate external reporting, provided numerous financial and marketing trainings to brand managers and controllers across the Group, + Improved ROIC for the business by working on the portfolio profitability and invested capital components, strengthening the Value Creation mindset in the SBU including trainings and coaching.

Regional Controller of a complex Culinary business (MAGGI) covering 22 countries across Central & West Africa region with 6 factories and ~CHF 600 million sales, + Made countless market & trade visits across the region, partnering with commercial and manufacturing teams, providing financial guidance on specific cases & issues, + Successfully managed a complex tax optimization project for the region, + Developed and coached local F&C talent across the region.

Company controller and single point of contact for internal & external financial reporting and planning. + Improved forecasting accuracy of the company by designing and implementing a Dynamic Forecasting tool for Nestlé Turkey, + Significantly improved reporting quality and period-end closing timelines, + Coached and mentored all business and functional controllers.

General Management role in charge of the entire business and its value chain, with people and P&L responsibility. + Overachieved growth targets with 40% RIG in 2005 and 35% in 2006, + Established very strong team spirit as well as strong distributor relationships, + Implemented Nestlé best practices with the newly recruited distributors, + Organized public events for the brand including canine contests and other media events, + Improved profitability through TTS optimization and smarter use of Nestlé services, + Planned and successfully executed a Restructuring Project of exiting retail channel, involving headcount reduction, trade relationship and supply chain management.

Department Head in charge of management accounting activities and business controlling at category level, including 4 direct reports. + Co-piloted management through analysis of company performance, product & customer profitability, investment appraisals, budgeting, + ERP implementation project lead + Streamlined period-end closing activities and reduced the number of days required for bookclosing.

Department Head managing the external financial reporting of 13 legal entities and 5 direct reports. + Improved reporting quality and reduced results publication time to corporate HQ, + ERP implementation project team member + Designed and implemented financial budgeting and cash flow forecasting models.

Supply Planning Manager in charge of production planning for the factory at SKU level. + Achieved optimum stock positions per SKU by establishing a systemized planning process and effective communication with sales and production, + Very fast adaptation into a new environment in a different country, language and culture.

+ Provided costing co-piloting for Home & Personal Care unit, + Managed a team of cost controllers.

In charge of 22 retail textile stores nationwide including their assortment, merchandising and recruitment plans. + Co-created a new retail chain concept (business wear), commissioned 8 additional retail stores across the country under the new brand and recruited more than 30 sales staff.

Retail Management role received upon completion of internship in Madison, WI and Management Trainee programme in Dallas, TX. + Managed 15 sales executives, seasonal assortment plans and buying, markdowns, stock management, floor plans, + Improved product profitability and team spirit.