Experience

EnerDel

• United States
• Renewable Energy Semiconductor Manufacturing
• 1 - 100 Employee

• Global CFO/Supply Chain Officer

  • Feb 2016 - Aug 2022

  Promoted from Ener1’s subsidiary, EnerTech International (Korea), to deliver a true consolidation of the entire Ener1 Group. I led the adoption of a consolidated reporting system, consolidated financial statements, introduction of unified policies and standards, creation of Finance and Supply Chain teams, and migration to a new cloud-based ERP system capable of supporting multiple currencies and languages. DELIVERED RESULTS: ► Delivered fixed-assets acquisition deal in December 2021… Show more Promoted from Ener1’s subsidiary, EnerTech International (Korea), to deliver a true consolidation of the entire Ener1 Group. I led the adoption of a consolidated reporting system, consolidated financial statements, introduction of unified policies and standards, creation of Finance and Supply Chain teams, and migration to a new cloud-based ERP system capable of supporting multiple currencies and languages. DELIVERED RESULTS: ► Delivered fixed-assets acquisition deal in December 2021, representing multimillion dollars and satisfying the US subsidiary financing requirement for working capital and R&D in 2022. ► Raised multimillion dollars in third-party financing for working capital, reducing capital requirements by 10% annually while optimizing financial costs by 20% through debt restructuring with banks. ► Developed the group’s first financial model and 5-year strategic business plan. ► Achieved 50% growth in US sales through complex measures affecting production and sales. Developed product strategy and identified 5 targeted segments of the lithium-ion battery market. Implemented a Cost-saving plan, including engineering design optimization, increased margins, and competitiveness. ► Reduced costs by 10% after delivering a successful ERP (NetSuite) implementation, driving monthly financial closing from 14 days down to 4 days while providing a dashboard for executive leadership, introducing transparency, and enabling the successful passage of first-year audit procedures with no adverse findings. ► Saved multimillion dollars annually in non-cell material purchasing costs after adopting a global reporting system and system of controls in financial statement closing, including adopting a new group accounting and financial policy. Show less Promoted from Ener1’s subsidiary, EnerTech International (Korea), to deliver a true consolidation of the entire Ener1 Group. I led the adoption of a consolidated reporting system, consolidated financial statements, introduction of unified policies and standards, creation of Finance and Supply Chain teams, and migration to a new cloud-based ERP system capable of supporting multiple currencies and languages. DELIVERED RESULTS: ► Delivered fixed-assets acquisition deal in December 2021… Show more Promoted from Ener1’s subsidiary, EnerTech International (Korea), to deliver a true consolidation of the entire Ener1 Group. I led the adoption of a consolidated reporting system, consolidated financial statements, introduction of unified policies and standards, creation of Finance and Supply Chain teams, and migration to a new cloud-based ERP system capable of supporting multiple currencies and languages. DELIVERED RESULTS: ► Delivered fixed-assets acquisition deal in December 2021, representing multimillion dollars and satisfying the US subsidiary financing requirement for working capital and R&D in 2022. ► Raised multimillion dollars in third-party financing for working capital, reducing capital requirements by 10% annually while optimizing financial costs by 20% through debt restructuring with banks. ► Developed the group’s first financial model and 5-year strategic business plan. ► Achieved 50% growth in US sales through complex measures affecting production and sales. Developed product strategy and identified 5 targeted segments of the lithium-ion battery market. Implemented a Cost-saving plan, including engineering design optimization, increased margins, and competitiveness. ► Reduced costs by 10% after delivering a successful ERP (NetSuite) implementation, driving monthly financial closing from 14 days down to 4 days while providing a dashboard for executive leadership, introducing transparency, and enabling the successful passage of first-year audit procedures with no adverse findings. ► Saved multimillion dollars annually in non-cell material purchasing costs after adopting a global reporting system and system of controls in financial statement closing, including adopting a new group accounting and financial policy. Show less



EnerTech International, Inc.

• South Korea
• Appliances, Electrical, and Electronics Manufacturing
• 1 - 100 Employee

• Chief Financial Officer/ Supply Chain Officer

  • Dec 2013 - Feb 2016

  I was promoted from Ener1’s subsidiary Zhejiang Wanxiang Ener1 Power Systems Co. Ltd. (China, Hangzhou), to implement the Ener1 Group’s control over the EnerTech International business by installing a consolidated reporting system in operations. DELIVERED RESULTS: ► Reduced SG&A expenses by 10% after introducing a new financial statement model aligned with Korean and US GAAP, increasing transparency of the budgeting and treasury functions. ► Achieved a 10% reduction in average… Show more I was promoted from Ener1’s subsidiary Zhejiang Wanxiang Ener1 Power Systems Co. Ltd. (China, Hangzhou), to implement the Ener1 Group’s control over the EnerTech International business by installing a consolidated reporting system in operations. DELIVERED RESULTS: ► Reduced SG&A expenses by 10% after introducing a new financial statement model aligned with Korean and US GAAP, increasing transparency of the budgeting and treasury functions. ► Achieved a 10% reduction in average purchasing material costs after conducting an extensive supply chain analysis and implementing a new level of control in delivery, quality, and cost analysis. ► Increased total group sales by 5% after launching joint sales activities across the group and designing a sales strategy for EnerTech and Emerging Power (EnerTech’s subsidiary in New Jersey). Show less I was promoted from Ener1’s subsidiary Zhejiang Wanxiang Ener1 Power Systems Co. Ltd. (China, Hangzhou), to implement the Ener1 Group’s control over the EnerTech International business by installing a consolidated reporting system in operations. DELIVERED RESULTS: ► Reduced SG&A expenses by 10% after introducing a new financial statement model aligned with Korean and US GAAP, increasing transparency of the budgeting and treasury functions. ► Achieved a 10% reduction in average… Show more I was promoted from Ener1’s subsidiary Zhejiang Wanxiang Ener1 Power Systems Co. Ltd. (China, Hangzhou), to implement the Ener1 Group’s control over the EnerTech International business by installing a consolidated reporting system in operations. DELIVERED RESULTS: ► Reduced SG&A expenses by 10% after introducing a new financial statement model aligned with Korean and US GAAP, increasing transparency of the budgeting and treasury functions. ► Achieved a 10% reduction in average purchasing material costs after conducting an extensive supply chain analysis and implementing a new level of control in delivery, quality, and cost analysis. ► Increased total group sales by 5% after launching joint sales activities across the group and designing a sales strategy for EnerTech and Emerging Power (EnerTech’s subsidiary in New Jersey). Show less



Zhejiang Wanxiang Ener1 Power Systems Co. Ltd.

• Hangzhou, Zhejiang, China

• Chief Financial Officer/Procurement Director

  • Aug 2012 - Nov 2013

  I was recruited to deliver budgetary targets—revenue, EBITDA, and capital requirements—reflected against the joint venture’s shareholder agreement. I oversaw the Ener1 Group controls implementation, providing regular operational and financial reports while integrating the “Ener1 Group philosophy” into the joint business. DELIVERED RESULTS: ► Developed and integrated the company’s financial statement transformation model per Chinese and US GAAP standards by introducing… Show more I was recruited to deliver budgetary targets—revenue, EBITDA, and capital requirements—reflected against the joint venture’s shareholder agreement. I oversaw the Ener1 Group controls implementation, providing regular operational and financial reports while integrating the “Ener1 Group philosophy” into the joint business. DELIVERED RESULTS: ► Developed and integrated the company’s financial statement transformation model per Chinese and US GAAP standards by introducing internationally accepted KPIs. ► Reduced first-year audit costs by 20% and the total group annual working capital requirements by 15% after implementing new group budgeting standards and consolidation process. ► Raised multimillion dollars in capital through successful due diligence with international investors. ► Reduced cell materials cost by 30% after creating a procurement road map through material market analysis, quality control, and collaboration in procurement with US entities. Show less I was recruited to deliver budgetary targets—revenue, EBITDA, and capital requirements—reflected against the joint venture’s shareholder agreement. I oversaw the Ener1 Group controls implementation, providing regular operational and financial reports while integrating the “Ener1 Group philosophy” into the joint business. DELIVERED RESULTS: ► Developed and integrated the company’s financial statement transformation model per Chinese and US GAAP standards by introducing… Show more I was recruited to deliver budgetary targets—revenue, EBITDA, and capital requirements—reflected against the joint venture’s shareholder agreement. I oversaw the Ener1 Group controls implementation, providing regular operational and financial reports while integrating the “Ener1 Group philosophy” into the joint business. DELIVERED RESULTS: ► Developed and integrated the company’s financial statement transformation model per Chinese and US GAAP standards by introducing internationally accepted KPIs. ► Reduced first-year audit costs by 20% and the total group annual working capital requirements by 15% after implementing new group budgeting standards and consolidation process. ► Raised multimillion dollars in capital through successful due diligence with international investors. ► Reduced cell materials cost by 30% after creating a procurement road map through material market analysis, quality control, and collaboration in procurement with US entities. Show less



Evraz Group S.A.

• Mining & Metals
• 1 - 100 Employee

• Head of Asian-Pacific Markets Division

  • Feb 2011 - Jul 2012



Pokrovka-Finance LLC

• Moscow, Russia

• Investment Analyst

  • Jul 2009 - Feb 2011



KPMG, Audit Department, Industrial Markets Group

• Moscow, Russia

• Auditor of the Third Year

  • Jun 2006 - Apr 2009



EY, Audit Department, Telecom Group

• Moscow, Russia

• Intern

  • Jan 2006 - Jun 2006



Thermopribor OJSC

• Moscow, Russia, Beijin, China

• Head of foreign economic activity department

  • Jun 2004 - Dec 2005



Resanta LLC

• Russia & China

• Manager of Foreign Economic Activity

  • 2004 - 2004