Alexey Maltsev

Chief Financial Officer at Perfobore
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Contact Information
us****@****om
(386) 825-5501
Location
Moscow, Moscow City, Russia, RU
Languages
  • English Full professional proficiency
  • Russian Native or bilingual proficiency
  • French Elementary proficiency

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Credentials

  • ACCA full member certificate
    ACCA
    Mar, 2008
    - Nov, 2024

Experience

  • Perfobore
    • United States
    • Oil and Gas
    • 1 - 100 Employee
    • Chief Financial Officer
      • Jul 2020 - Present

      I oversee the financial department of a business that is expanding by 50% annually. Among my responsibilities are the following: - I perform organizational work on budget planning, determine the budget's structure, assign responsibility for budget execution, establish a procedure for agreement, approval, and monitoring of budget execution, including a detailed payment calendar, payment limits; - I made a significant cost reduction in the annual budget, CAPEX/OPEX by 14%/21%; - Created a five-year financial model and defended it in front of Russian Federation investors and government organizations. As a result, one strategic investor joined and four minority investors renewed their investments; - ensured that three investment rounds of between three and five times annual revenue, intermediate investments in the form of convertible loans, minority shareholder rights, and the achievement of the pre/post money target state would all be accepted, including the protection of major investors' interests through the protection of the company's target valuation and other means; - Negotiated a loan from the Government of Moscow on special terms, with a volume of 20% of annual revenue. - Established a mechanism to circumvent payment and sanctions restrictions, with payments to and from Russia in any currency. - Reorganized financial processes to accommodate the company's rapid growth - payments with a one-day approval scheme, tender documents in three days, annual budgeting in 30 days; - Brought accounting in line with RAS/GAAP requirements, accelerating the closing of accounting records in 1C from 50 days to 8 days. Show less

  • INFOSECURITY
    • Russian Federation
    • IT Services and IT Consulting
    • 1 - 100 Employee
    • Chief Financial Officer
      • Dec 2019 - Apr 2020

      Turned around company’s financials with high revenue and losses to breakeven: 1. Optimized sales/contracting processes with 20% more time to do sales by enlarging administrative support; 2. Performed major cost reduction, with 14%/8% reduction in CAPEX/OPEX 3. Managed to gain parent company trust and approval for unique cost reduction scheme, with aim to keep sales workforce protected; 4. Obtained 1 of 2 government subsidy applied for, ~8% of annual turnover. 5. Re-organized financial department processes, implemented new and efficient templates for management accounting; 6. Controlled daily operations without cash gaps; 7. Approved all contracts, including cross border/ FEA to CIS and world, with complex VAT and profit tax schemes. Show less

  • ANT-Inform
    • IT Services and IT Consulting
    • 1 - 100 Employee
    • Business Architect
      • Jun 2016 - Nov 2019

      I have led consulting teams to support the digitization and automation of business processes of client companies - resource monopolies: * Defined and aligned business requirements for budgeting & financial processes digital twins: baseline data, objects and subjects of control, control points, hierarchy of management, workflow with subsidiaries, data structure, process maps, areas of responsibility etc.; * Managed requirements and gained owners' agreement to streamline and optimize processes of CFO function; * Analyzed, improved, automated financial processes in 1C / SAP: budgeting, management accounting, purchases, treasury, capex, fast close, etc. 13+ processes have been implemented; * Developed and implemented methodological and regulatory documentation: process maps, process regulations, regulations on departments, financial structure, etc. All documents were implemented and accepted by users. Show less

  • Bryanston Resources
    • Moscow, Russian Federation
    • External CFO
      • Feb 2014 - May 2016

      Successfully served as external CFO/consulting team lead to mining & metals clients in implementation of financial turnaround projects (project teams of 1-25 people): * Managed implementation and testing of Budgeting Digital twin for integrated mining & metals company aimed at modelling detailed company's operations on strategic horizon (1 to 10 years), aligning Planning & budgeting with strategy, CAPEX, global product market developments & operational bottlenecks; * Reporting & planning system creation from scratch in manufacturing & retail holding to control fraud; * Financial structure, procedures & potential targets due diligence for new private equity fund of 2$ bn. Preliminary acceptance was gained from fund holder, his personal sanctions stopped fund development; * Mining assets management and due diligence with detailed financial model & calculations to facilitate sell or invest decisions for license holders & producing assets - 56% sold, 22% were invested in; * Developed & implemented cascaded KPI tree for mining major - from EVA to MTBR/TCO to drive targets through all hierarchy levels and link with SAP financial statements; ; * Full cycle financial & investment strategy development for the holding & local assets, including transformation & turnaround aimed at sustained expansion growth; * Post-acquisition financial systems integration with mother company for mining assets to prevent fraud. Show less

  • Sakhatrans, http://sakhatrans.com/
    • Khabarovsk Territory, Russian Federation
    • CFO
      • Sep 2013 - Jan 2014

      Undertook a project to put financial function of the company back on track (4 direct & 5 indirect subordinates): * Upgraded financial function of the asset to meet owner requirements; * Created & automated from scratch payment process & introduced streamlined liquidity management; * Organized prior periods accounting recovery for tax optimization purposes; * Created flexible long-term budget model, scaling down to operational level (with weekly forecasting), with more than 40+ changes in 5 month period; * Communicated with Government on current & projected financials & taxes; * Prepared company for managerial accounts fast close; * Participated in cost optimizations - project financing, capex, opex; * Introduced integrated system of internal controls; * Developed various financial methodology documents. Show less

  • EY
    • United Kingdom
    • IT Services and IT Consulting
    • 700 & Above Employee
    • Senior consultant - Performance Improvement Finance
      • Oct 2011 - Sep 2013

      Utilized my experience to provide financial processes optimization services to large Oil & Gas and transport monopoly companies (managed project teams of 3-5 direct subordinates): * Strategic and midterm planning linkage to operational financial plans; * Annual planning and budgeting, forecasting; * Convergence of the production planning, tariff and budget planning cycles for the monopolies; * Management and IFRS/RAP reporting, fast close; * Procurement, tendering and supplier selection; * Integrated cost/operational performance measures (plan vs actual, KPIs, cost variances, process efficiency, capacity measurement, benchmarking, bottleneck analysis etc.); * Lean finance development and integration; * Headcount optimization though workload capacity audit; * Re-engineering of the financial processes and controls; * Costing, cost allocation and cost accounting; * Development of budgeting and financial models for different organizational levels. Show less

  • Ruspetro plc
    • United Kingdom
    • Oil and Gas
    • 1 - 100 Employee
    • Deputy CFO
      • Aug 2010 - Sep 2011

      Applied all my experience to build detailed, transparent financial processes and complex business model from scratch in fast growing private Oil Company (managed 8 direct subordinates): • Constructed company’s financial model from scratch. Presented the model to potential investors; • Built financial processes from scratch to an IPO-level. Processes included: o Planning and budgeting, management reporting o CAPEX and procurement authorization and control o Liquidity management • Continuously researched options to reduce CAPEX and OPEX costs jointly with production department. As a result average production well cost was reduced by 37%; • Organized Company’s Tender commission. Managed conflicts between participants; • Delivered reports directly to top-management, owners, investors and banks. Delivery included written and oral presentation; • Designed and implemented fast close system to reduce the time needed to get information. Time to prepare monthly report to shareholders was reduced from 46 to 7 days; • Conducted meetings with banks, auditors, potential investors of the company; • Designed and managed enterprise KPI system;; • Oversaw ERP system implementation for RAP, IFRS and MA; • Participated in tax planning (VAT recovery, tax shields etc.) – strictly within Russian law. Show less

  • Wintershall Dea
    • Germany
    • Oil and Gas
    • 700 & Above Employee
    • Financial controller
      • Apr 2010 - Aug 2010

      Gained invaluable German detailed approach to subsidiaries management (managed 8 direct subordinates): • Managed creation and approval of complex planning and budgeting models of Oil & Gas subsidiaries; • Officially participated in shareholder meetings in subsidiaries, representing Wintershall interests; • Provided input in Tender commission activities, procurement and supplier selection; • Identified, challenged and evaluated project risks of subsidiaries on operational and long-term planning level, and prepared accurate forecasts of projects success and performance based on inherent project risks, and risk strategy selected; • Prepared evaluation on governed companies’ performance to be delivered to senior management of Wintershall and BASF. Show less

  • Gazprom Neft
    • Russian Federation
    • Oil and Gas
    • 700 & Above Employee
    • Senior auditor of the “Refining and Marketing” audit department
      • Jan 2009 - Nov 2009

      Actively implemented internal control systems best practices to make GPN more transparent, manageable and ethical company. Provided support in implementation of organizational changes – reorganization of internal control system based on new approach to risks, processes and controls. Participated in improvement of the following critical processes (managed project teams of 2-5 direct subordinates): • Procurement, including Tenders and supplier selection; • Inventory management; • Capital construction; • Management accounting; • Budgeting; • Shared Service centers’ performance management. All findings and results were communicated directly to top management, followed by a plan of corrective actions. Plans were successfully implemented and monitored. Show less

  • TNK-BP
    • United Kingdom
    • Oil and Gas
    • 1 - 100 Employee
    • Senior Auditor - Corporate audit department
      • Jul 2008 - Nov 2008

      Learned best practices while performing audit and review of financial processes. Performed an audit Manager role from day one (managed project teams of 5-8 direct subordinates): • Conducted long term planning of audit projects including “selling” this plan to top management; • Managed several audit projects simultaneously; • Built successful teams, including mix of full-time employees and Big4 loan staff consultants; • Provided support to business in standardization of control procedures and control environment within subsidiaries and processes levels. Show less

  • Golden Telecom
    • Telecommunications
    • 100 - 200 Employee
    • Head of direction of US GAAP oversight of regional companies
      • Sep 2007 - Jul 2008

      Took an opportunity to implement best practices from KPMG to real business (managed 15 subordinates): • Managed improvement and standardization of reporting process over GT regional subsidiaries. Intercompany transaction verification process was cut from 10 to 7 days as a result; • Provided in-depth analysis of financial position of acquisition targets. Worked within M&A team; • Conducted trainings for regional subsidiaries senior management. Trainings were aimed at tem-building and methodological support; • Provided post-acquisition support to integrate financial systems of the assets; • Communicated with internal and external auditors, successfully justified company’s opinion; • Managed multi-departmental team. Team’s goal was brainstorming of profitability increase and cost decrease options for regional companies. Show less

  • KPMG US
    • United States
    • Financial Services
    • 700 & Above Employee
    • Senior Auditor, Oil & Gas audit
      • Dec 2003 - Aug 2007

      Learned to execute and lead multiple audit projects simultaneously (managed project teams of 4-15 direct subordinates): • Learned to perform within tight deadlines; • Built and managed successful teams of up to 12 people; • Prepared deliveries to be distributed to top-management. Deliveries included both Financial statements and audit opinions; • Always aimed for non-standard, critical evaluation of audit strategy; • Performed IFRS, US GAAP, Russian AP audits, including tax audits. Show less

Education

  • ACCA
    Master’s Degree, Accounting and Finance
    2003 - 2008
  • Oxford Brookes University
    Master of Business Administration (M.B.A.), Business management
    2015 - 2017
  • Higher School of Economics
    Certificate of professional translator, English/Russian bilingual translation
    2000 - 2003
  • Higher School of Economics
    Master’s Degree, Management of organisation
    1998 - 2003

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