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Ansell Healthcare - Industrial Global Business Unit
- Senior Director, Strategic Planning & Business Development
2011 - maintenant
Strategic Planning – key accomplishments:
· Responsible for defining and structuring key strategies that will drive Ansell’s future growth platforms and investment activities. Work closely with executive leadership team, including CEO, CFO, Corporate M&A leader, manufacturing and sourcing leaders. Recommended and implemented new sourcing strategy and options for Ansell to secure strategic polymer sourcing (FY12 Budget: USD 60 M) and internal manufacturing capabilities (in Sri Lanka & Mexico).
· Oversees, in collaboration with CFO, the analysis of business issues and opportunities, providing insight and guidance to improve business performance.
· Supports operational, commercial and branding teams by providing strategic quantitative and financially grounded analyses on new products, markets and other internal strategic projects.
Business development – key accomplishments:
· Assessment and identification of investment, acquisition and strategic partnership opportunities based on an in-depth understanding of market issues/trends and business performance. In collaboration with Corporate M&A, run USD 25-100 M acquisitions and provide due diligence and integration oversight/leadership for targeted businesses.
· Work on ad hoc strategic business development growth initiatives from early concept stage through implementation and/or regional transition: development of strategy/business case, communication to internal key stakeholders, management of cross-functional teams’ responsibilities. Recommended and implemented options to enter untapped markets (China & Brazil) and products (protective footwear and clothing).
Business Intelligence – key accomplishments:
· Identified key Business Intelligence tools, systems and processes improvement needs that will support decision-making process. Developed plans to implement new Business Intelligence capabilities
· Identification of key industry and emerging trends, maintaining a keen eye toward competitive activity (e.g., market activity/trends, size, share) in order to recommend effective responses to the Industrial Division leadership team
Other:
· Selection, development and management of a team of professionals, providing coaching, performance management and other relevant individual and team-based feedback to maximize performance.
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Harsco
- Strategy Director
2008 - 2011
Drive corporate strategy per country, customer and product. Identify, evaluate, and generate value-creating business opportunities. Build and implement external and organic growth business plans and provide recommendations to regional President and US management committee. Reorganize internal management structure to improve productivity and optimize cost structure. Co-manage financial and operational performance. Implement preventive and corrective actions, follow-up and turnaround plans. Began as Europe South Strategy Manager (4 countries, 1500 employees), May 2008-Sept. 2009.
Business development – key accomplishments:
· Analysed new business opportunities (geographical and industrial activity diversification): generated 10-year USD 150 M contract with North African Steel producer.
· Initiated and drove campaign to enter Russia and Ukraine, resulting in 10-year USD 20 M contract.
· Identified value generation levers, built external and organic growth business plans, and communicated recommendations to regional President and management committee.
Corporate strategy – key accomplishments:
· Built yearly strategic plan presented during annual strategy seminar. Worked closely with CFO and CEO to formulate and execute annual budgets, ensuring consistency with overall corporate strategy.
· Spearheaded reorganisation of internal management: created standardised methodology and tools to measure financial performance for each country, identified relevant criteria / KPI by function (e.g. HR, finance, and sales) and operational unit (safety, operations management, technical, etc.). Followed up with country Managing Directors to resolve financial performance issues.
· Initiated, built and managed global purchasing department of 12. Lobbied for budget, recruited staff, and set up infrastructure including dedicated IT tools. Negotiated purchasing contracts of USD 2-10 M. Savings gained in 2010: USD 20 M.
· Optimised cost structure by significantly reducing operating and compressible costs, eliminating unprofitable industrial services, improving productivity, and reducing inventory levels by up to 35%. Co-managed restructuring of 15% of global workforce.
Regional management and operations – key accomplishments:
· Improved operational performance management and strategy implementation by instating regular business reviews and executive management meetings. Drove resulting optimisation projects such as turnaround plans, continuous improvement, clean sheet assessments, and group best practices.
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Rio Tinto Iron Ore
- Global Business Development / M&A Associate
2007 - 2008
Created investment screening tools. Worked on upstream M&A projects (originations, valuations, identifications of synergies) and transaction executions (negotiations). Performed valuation of multiple Australian junior iron ore producers (AUD 500 M – AUD 2 Bn). Managed and trained up to 15 Business Analysts and other experts.
Key accomplishments –
· Coordinated extension of 60% Rio Tinto owned joint venture with Chinese iron ore trader. Performed financial modelling and valuation, devised value creation scenarios, liaised with Investment Committee, and prepared Memorandum of Understanding and Heads of Agreement in collaboration with accountants, tax specialists, and lawyers. Negotiated upfront payment of ~ AUD 700 M on original bid of AUD 600-650 M.
· Participated in structuring multi-billion dollar merger of Western Australian assets. Performed asset valuation, identified synergies, potential value leakages and most profitable scenarios. Participated in negotiating with JV partners.
· Managed all aspects of acquisition of major African iron ore producer valued at AUD 1.2 Bn: conducted financial modelling and valuation, devised and structured acquisition bid, coordinated technical and commercial due diligence, estimated depreciation of operational assets, negotiated with target representatives, prepared and finalised all documentation.
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Arcelor
- Corporate Strategy Business Analyst
Montataire
2004 - 2007
Built strategic scenarios and conducted complex hypothesis-driven analysis. Contributed to biannual strategy seminars for General Management on topics such as portfolio management, industrial optimisation, risk management, and M&A screening. Worked on a USD 4 Bn acquisition project in Ukraine. Contributed to long-term industrial optimisation, logistics and sourcing modelisation projects to lower operating costs.
Key accomplishments –
· Created M&A screening toolbox to implement competition intelligence for producers with output higher than 2Mtonnes/year based on six core benchmarks including industrial performance, growth potential, shareholder value creation, and risk exposure. Lobbied for project to CFO and Chief Corporate Strategy Officer, identified and structured measurable criteria and value creation levers, compiled specialist expertise (industrial, geopolitical and financial risk exposure, corporate governance, R&D, etc.), managed IT team, and performed detailed analysis, financial modelling and valuations.
· Participated in creating structured external growth strategy through brownfield projects such as acquisition of Canadian company (USD 5 Bn) and 25% stake in Turkish company (USD 700 M).
· Performed financial modeling and valuation of Ukrainian acquisition target (USD 4 Bn) and participated in negotiations with senior management to secure funding and resources. Prepared bid, responded to ad-hoc demands from General Management, and contributed to financial due-diligence.
· Participated in defence team against hostile takeover offer by Mittal Steel: performed assets valuation and identified potential synergies, created data-driven counterarguments, and responded rapidly to ad-hoc demands from defence committee.
