BI consultant / Project manager

• Oct 2022 - Present

Financial Analyst

• May 2019 - Oct 2022

The chance to comprehend and learn about the variations in financial and process management between production, logistics, and distribution companies came from working with several companies within the group (personal engagement in 3 production, 2 logistics, and 2 distribution companies). 1. Development and use of budgeting data forms, administration of the budget process for manufacturing, logistics, and distribution organizations, and budget presentation to the management team. 2.Creating and modifying a Profit & Loss structure for newly acquired production and distribution enterprises as part of the preparation of financial statements. 3.Creating, implementing, and monitoring KPIs for management teams of manufacturing businesses. 4.The creation of non-standard management accounting data analytics solutions, including those for supply chains, advance balances for private label clients, and inventory movement in warehouses. 5. Estimates of investment projects for the acquisition of new businesses, the replacement of automobile fleets, and the acquisition of manufacturing equipment. 6.Technical and financial planning for the construction of a new, automated logistics facility (the first in the Baltics) collaboration in full with developers and designers. 7.Improving business operations by identifying ineffective and costly management of the fleet of production transport equipment and cutting costs for fleet renewal. 8.A month-long business journey to a Mexican manufacturer to find and fix problems with timely production order fulfillment. With the development of a raw material planning analysis tool and adjustments to the management team at the company, the issue was resolved. 9.The creation of BI and analytics tools, as well as the discovery of firms' ineffective or nonexistent analytical solutions. Show less

Logistics Analyst

• Mar 2016 - May 2019

The chance to take part in the company's restructuring when the logistics department was split off from the production company, which involved the transport department, two warehouses, one logistics center, and the customs department. Dealing with creating a new team, adjusting, and fostering cohesiveness, financial analytic solutions, reviewing ineffective processes, and a lot of work on streamlining operations and boosting profitability.

Lean Project Manager

• Jul 2017 - Dec 2018

The company's restructuring led to the identification of the poor, ineffective, and expensive procedures that had gone years without receiving appropriate attention. Utilizing the LEAN process management methodology and tools was one way to enhance the processes.1. Determining the operations that produce the most value at the highest cost (Value Stream Mapping)2. Development of a LEAN culture (KAIZEN) and employee training3. Improving the working environment and applying 5S to specific workplaces and organizational structures4. Development and use of competency matrices for better workforce planning5. Establishing KANBAN boards and 5-minute sessions within each structural unitMajor accomplishments include the reduction of redundant processes and the merger of two structural units into a single logistics center. As a result of process optimization and management team rotation, RPA robots were installed, which process incoming and outgoing papers. Show less