Experience

SOCAR Midstream

• CFO

  • Aug 2021 - Present

  Introduced a common financial reporting schedule for projects under the management of the organization. Lead budgeting of organizational shared services and project-related activities. Shortened financial / operating reporting schedules by streamlining month-end closing as well as alignment with other functional groups (Commercial, Procurement, Legal, Operational, and Business Support). Managed introduction of corporate KPIs and reporting schedules and related interaction with Corporate Headquarters, State Investment Holding, and international consultants. Ensured stringent adherence to project financial reporting requirements. Lead development of short- and mid-term budgets, cash flow forecasts, and operating and financial statements of the organization and projects. Lead Shareholders’ audits of shared costs of the common assets’ operator and their allocation between projects as well as direct costs’ audits for several consecutive years. Managed accounting & project finance group of 8 staff. Key Contributions:• Enhanced financial, treasury and operating reporting for the attention of CEO and Board• Lead upgrade of enterprise accounting reporting system (SAP) covering two geographical locations• Decreased monthly reporting deadlines from the second decade of the month to the first week of the month• Orchestrated activities for accurate & timely budgeting / operating / reporting relating to organisation and projects



URBN Limited

• United Kingdom
• Real Estate
• 1 - 100 Employee

• CFO

  • Jan 2018 - Apr 2021

  Managing financial, operational and tax affairs of the largest regional real estate development project with a budget of $1Bn+:- Managed full accounting and financial, tax, and operational reporting of the largest real estate project in Azerbaijan- Supervised accounting, financial, and warehouse teams and operations to ensure completeness and accuracy of records- Oversaw the project budgeting / actual reporting, as well as project cash flows planning, and tight payments management- Introduced financial planning and reporting entailing project-specific cost structure, including reflection of customs costs and taxation in the project cost report schedules- Introduced and effectively utilize the System of Performance Management covering the P2P cycle with respective process and documents flow, approvals hierarchy, contracts / PO / payments management- Modified project financial reporting to account for project vs. non-project costs, customs, taxation effects on the project cash flows- Introduced and effectively manage monthly cash flows forecast and actual to budget reporting- Managing project costs & staff optimization options and related financial effects- Participating in contracts / PO negotiations and related cash flow management- Managing finance & accounting group's addressing internal audit queries relating to project activities- Single-handedly managed a valuation of projects' assets for the statutory tax reporting purposes- Managed an investment valuation of various asset parts of the project for the purpose of potential disposal to an international investor- Lead project feasibility study for project cost & revenue analysis and managed third party advisors- Trusted advisor to projects' Chairman in financial, tax, and business matters



AzerConnect

• Azerbaijan
• Telecommunications
• 700 & Above Employee

• CFO

  • Jun 2013 - May 2017

  Set up the Network Startup and developed formal governance to manage commercial arrangements between the Network Company and Mobile Operators. Manage end-to-end financial and operating issues in a standalone business unit combining all Radio Access Network related operating charges and bearing all related capital outlays. Set up and manage effective financial controls over a multi-million dollar asset base / annual operating and capital expenditures start-up with minimal or no external financing during normal operating cycle. Lead development of short- and mid-term cash flow forecasts, operating and financial statements. Secure initial financing to ensure continuity of operations in start-up period. Close interaction with Procurement, IT, HR, Technology departments to introduce new practices / processes. Managing tight reporting schedules by streamlining month-end closing / interaction & alignment between functional groups (Technical, Procurement, HR, Finance, Admin). Reporting results of operations and financial position to International Members Board of DirectorsAchievements:• Successful set up of a start-up Telco Network Company and developed its operational and financial governance structure• Introduced cost efficiency program to achieve annual operating savings of 5%+ over the annual multi-million dollar OPEX and CAPEX• Controlled network optimization allowing double-digit per cent savings on OPEX and Capital outlay on the combined network costs. Avoidance of duplicate investments has saved c. 25% of annual CAPEX outlay in the first 4 years of JV’s operations• Identified and reported multi-million dollar tax risks upon transition of network operations into a JV entity• Mitigated adverse tax exposure to c. 9% of its initial value for first three years of operations• Mitigated adverse financial impact of national currency devaluation by proactive Creditors / Cash management whereby 4-fold decreasing FX exposure in less than half year



Bakcell

• Azerbaijan
• Telecommunications
• 200 - 300 Employee

• Head Planning & Budgeting

  • Aug 2011 - May 2013

  Enhancing planning and control over a multi-million revenue and OPEX / CAPEX by introducing budgetary / spend control and enhancing corporate ERP (Oracle EBS). Developing short- and mid-term cash flow forecasts, treasury reports, and operating statements. Single-handedly developing financial models to assess business economics under diverse scenarios. Managing preparation / consolidation / adoption / implementation / reporting annual budgets through close interaction with functional teams (S&M, Tech, HR, Proc., Fin & Admin). Close interaction with Technical and Sales departments to develop and introduce new practices / processes / reporting initiatives & formats, as well as control over their implementation. Closely working with Technical and Finance teams to standardize and enhance subscriber and operational reporting. Reporting to CEO / CFO on budget / actual expendituresAchievements:• Budget accuracy of c. 5% on annual operating and capital spend by thorough planning & budgeting• Introduced tight budgetary controls over the annual OPEX and CAPEX spend• Modified corporate ERP to allow for cost control by revenue / cost centre / GL accounts on monthly basis• Introduced automation of monthly financial reporting for C-level comfort on actual-to-budget data control



Alvarez & Marsal

• United States
• Business Consulting and Services
• 700 & Above Employee

• Senior Associate

  • Nov 2008 - Feb 2011

  Provide clients including high-value companies, investors, and lenders with hands-on strategic and tactical support for addressing their unique needs; spans from crisis situations to revitalisation and optimisation initiatives. Analyse complex business, finance, and operations functions. Author service proposals, engagement correspondences, and engagement-specific documents. Coordinate with cross-functional department heads; involving finance, accounting, costing, technical, and marketing teams. Develop short- and mid-term cash flow forecasts, treasury reports, and operating statements. Conduct financial modelling to assess business economics under diverse scenarios. Achievements:• Uncovered of $40M+ shortage of funding to repay c. $50M corporate debt and fulfil 8 construction contracts over 5 calendar qrtrs, reconstructing cash flows for an engineering company with a $200M+ turnover • Mitigated financial crisis at a $25M Ukrainian IT start-up by developing and implementing robust cash flow forecast, treasury report, and management reporting package; identified and recommended ways to address millions of dollars liquidity shortfall over 8 forecasting operating months.• Enabled same $25M Ukrainian IT start-up to outperform target for 1st operational year, expertly strategising and coordinating construction, marketing, and procurement initiatives through close interaction with Finance, Technology and Marketing teams.• Played pivotal role in a Russian hedge-fund recouping c. $20M overdue loan owed to key investor, by analysing and providing clear picture of fund’s short- and mid-term liquidity position.• Instrumental in obtaining information for business review of a $250M Turkish cement producer on behalf of a senior European lender; served as primary support in discussions with client CEO/CFO, while preparing 13-week cash flow, business plan and scenario analysis, and strategic options



PricewaterhouseCoopers

• 1 - 100 Employee

• Manager, Restructuring and Performance Improvement Services

  • Dec 2005 - Oct 2008

  Formulated and laid basis for execution of strategic business plans for diverse companies including oil and gas, internet, retail, multi-industrial holding, publishing, and alcohol and tobacco industries. Served as primary advisor to a 10-person cross-border engagement team providing expertise in strategy, KPIs and business process review and enhancements. Directed complex financial modelling streams during engagement work.Achievements:• Laid foundation for a 5.5% annual increase in oil output (150M tons over 10 years) for 2nd largest Russian oil and gas company (LUKOil), effectively interacting with regional CFO, heads of geology / drilling / legal• Championed investment valuation for a $4.8B Russian tobacco and light alcohol distributor as critical component of business development strategy.• Single-handedly negotiated $0.5M cross-border cross-functional engagement with a large multi-industrial holding company in Kazakhstan; served as sole KPI and business process advisor.• Aided internationalisation of large Russian chemical producer, providing quality translation to Board of massive technical study on European and UK chemical park building practices.Additional Highlights:• Led operational and financial due diligence focused on increasing effectiveness of vertical integration for large Tier 1 automotive supplier in Russia; assessed operating facilities and production capabilities• Determined viability and ROI on implementation of shared services centre for large Russian oil and gas company; complex financial modelling assessed economic effect of transferring multiple functions• Outlined economic effects of launch of proprietary brand of vodka for major Russian alcohol producer, leading analysis of market competition, validation of production process, and financial models design

• Manager, Audit and Assurance Services

  • Aug 1996 - Dec 2005

  Planned, coordinated, and led all aspects of audit engagements for clients in oil and gas, transportation, banking, hospitality, and manufacturing industries, as well as Internationally Funded Institutions (IFI) for their financial statements prepared under IFRS, US GAAP, UK GAAP, Uniform System of Accounts for Lodging Industry, other Special-Purpose and Group Reporting standards. Created methodology for audits of special-purpose financial statements prepared by the entities funded by the World Bank and other IFI-financed organisations. Structured and negotiated audit engagement letters with clients’ CFOs and heads of legal. Trained, mentored, developed, evaluated, and aided career pathing of 20 audit team members. Managed $100K annual training budget. Performed as key member of team delivering training on transition to IFRS at Central Bank of Russian Federation’s (CBRF) Moscow and regional centres.Achievements:• Lead the advisory engagement on first-time adoption of the IFRS financial statements at a $97M Black sea port, and the subsequent audit thereof• Ensured continuous delivery of high-standard service to a leading FMCG company in several locations• Built world class methodology and team from ground-up to conduct audits of financial statements prepared by the World Bank and other IFI-financed organisations• Generated up to 15% of office’s annual revenue on single-handed basis• Achieved 15% increase in audit revenue for 3 consecutive years, serving as trusted and frequently referred tax and accounting advisor to US, Japanese, and Turkish oil and gas companies• Saved $0.8M in annual tax deductible costs for 18 upcoming years, successfully negotiating amicable settlement of dispute between audit client and tax authorities