Experience

CSI INDONESIA

• Indonesia
• Facilities Services
• 1 - 100 Employee

• Head Of Finance Operation & Planning Analyst

  • Jan 2022 - Present

  a. Improve on better revenue recognition by reduce unbilled revenue by 11,18% or equal with IDR 51 billion YoY through redesigning, operational flows and spearheading a lean management system across the business. b. Worked closely with cross-functional teams to reverse a downward trend in past-due account collections with better automated outreach. c. Act as a Finance Business Partner to Commercial team, assist them in every project to won the project and gain revenues by Rp.24 Billion per year. Analyzed margin per product offerings, compare to commercial model and operating model and gaining the competitive price in the market. d. conduct an assessment of the tax area in the Record To report, identify transactions that are tax objects, and as a result be able to avoid tax findings and avoid tax penalties, e. create and implement business processes and cash disbursement SOPs, to ensure that all expenses have complete and rational documents, with standardized processes to reduce leadtime for recording in the financial sector f. Reduce cost & Increased profit margins from 10% to 23% in 13 months by Redesigning flow process Finance ( Order To Cash ), Accounting Treatment ( General Ledger, TB, & FS ), & Tax g. Implement a budget that contains financial and non-financial information including financial & non-financial KPIs, as well as measurements compared to the actual performance of the company. Explain to the business unit for each GEP that occurs between actual h. Conduct an assessment of processes in the area (Record To Report, OTC, P2P, ) for strong improve control, fast reporting, eliminating waiting times so as to produce prudent financial reports Show less



PT MUTIARA GEMILANG INDONESIA

• Kalideres, Jakarta, Indonesia

• Finance Accounting & Tax Manager

  • Jan 2021 - Dec 2021

  a. The idea is creating and implementing standardization in Production, Marketing, Finance, HRD, and departments that are controlled & integrated in 1 system so as to significantly increase margins and real-time inventory b. Make measurement by ERP (Build ERP, Raw Material movement, Job Costing, Direct & indirect Labor, Variable cost, Record To Report, OTC, P2P, Bank Statement, Bank Reconciliation, Reconciliation Account GL (Match), Fix Asset, Inventory treatment) so that the COGM Reduce is 10% c. Developed standardized product manufacturing costs, with product margin as a basis, make comparisons between budget vs actual and look for variances in each department for what activities cause cost differences and create innovations / strategies going forward in order to minimize costs so that improvements made in the following month can increase the company's product margin by 15% d. Creating and implementing the cost center method for each department & customer so that the costing in the COGM and COGS structure can be minimized resulting in an increased Gross Margin of 10% e.Make weekly, Monthly and Semester cash flow forecasts of the company and present them properly according to actual forecasts to Control your Cash Spending, The resulting is to increased cash ratio f. standardization test Existing procedures with leadtime / WLA (Work Load Analysis) Reducing COGM by updating regulations in each record starting from the movement of raw materials, direct and indirect cost processes, so as to create better COGM - Establish regulations and standardize processes for all departments to support the Cost Efficiency Program g. Reduce COGS by Redesigning Inventory & Distribution Treatment, so that the COGS Reduce is 5% Show less



PT GLOBAL CAKRAWALA SEJAHTERA

• Jakarta, Indonesia

• Head Of Finance

  • Dec 2018 - Dec 2020

  -The first time I arrived, I immediately suspected a number of things because in my opinion there were many unusual things, -Therefore, I asked to discuss this matter with the relevant business units, as requests continued to pile up and could not be completed within the allotted time. so we were fined, so what I did was assist production to get the appropriate Maclone. -From Maclone records and production I can conclude that Maclone's COGM is cheaper than our own production. finally I tried to discuss with the production team about the process from start to finish where previously all movements or recordings from start to finish were still in the production process. I proposed to the CEO that finance could act as a control function, which was finally agreed upon. The first step for all employees related to administration and record keeping is under finance - I started with a comparison of the work leadtime between Maclone and production which is very different where Maclone is based on output, whereas in our own company it looks much more relaxed, for this I discussed with the production team regarding workload analysis so that it can be adjusted based on output, which in the end approved and has a visible impact on reducing COGM by 5% -Even with the standardization of this update, the COGM reduction was not significant, therefore I tried to dig deeper which in the end found that Maclone does not waste raw materials, and each raw material always produces more output than the Maclone team, finally I found raw materials here which very influential on COGM so I try to retell this to the CEO where there are indications of FRAUD - After that I started tidying up the books, by implementing conformity standards in (Raw Material Transfers, Job Costs, Direct & Indirect Labor, Variable Costs, Revenue Recognition and calculating product margin calculations, Procurement, Bank Reconciliation, GL Account Reconciliation (Match ) , Fixed Assets , Enforcement of Inventory process) Show less



PT Astra International Tbk - TSO Auto2000

• Indonesia
• Motor Vehicle Manufacturing
• 400 - 500 Employee

• Finanace & Administration

  • Jan 2011 - Dec 2018