Experience

CE Industries

• Czechia
• Machinery Manufacturing
• 1 - 100 Employee

• Country Managing Partner

  • May 2021 - Present

  very excited to start the fourth pillar of CE Ind. development. Next to Railways, Recycling, Energy we started jointly with Kavoviny Cz to create CE Ind. Adriatic, offering the wide range of unique and authentic ex Yu products to CE consumers. very excited to start the fourth pillar of CE Ind. development. Next to Railways, Recycling, Energy we started jointly with Kavoviny Cz to create CE Ind. Adriatic, offering the wide range of unique and authentic ex Yu products to CE consumers.



JUUL Labs

• United States
• Manufacturing
• 700 & Above Employee

• Financial Director

  • Jun 2018 - 2021

  - Extensive cross functional role leading to foundation of entities distributing JUUL Labs products to over 60mm adult smokers in RU, Ua, PL and CZ/SK and offer alternative solution and harm reduction in more than 39k outlets - Creation transparent and highly efficient finance organization with key focus on business partnering and commercial finance (14 direct reports, 80+ finance employees) driving the business acceleration and becoming the center of excellence and knowledge - Routines management – establishing routines calendar for proper S&Op and P&L management with continuous R&O pipeline - Key focus on commercial finance role – Terms & Conditions as the key platform for Contra-revenue management ($20MM) and new retailers/wholesalers approval (over 150 T&C validated), Profit Pool logic – selling story to customers comparing share of profit in value chain (healthy Y2 GM of 36%) , Competitive analysis – key learnings regarding iQOS – investment and returns as well as speed distribution built and users acquisition, ROI of strategic trade and brand marketing initiatives – life time value of consumers implemented, EDLP implementation unlocking the consumer’s entry barrier to category (single digit month return) - Establishing of KPI matrix as a benchmark platform for different markets and models comparison (DP indirect vs D2R and other distribution platforms) - Foundation of Global Business Center in Gdansk for APAC and EMEA region to secure high quality of transactional finance and smooth transition of US GAAP accounting standards to Local/IFRS GAAPs. Gained Tax relief of $4MM from Invest in Pomerania - Implemented and co-lead variety of projects relating to transactional finance (Transfer Price, In-house Bank activation and preparation of PoBo and RoBo system, regular tax filing.)



Paged S.A.

• Poland
• Investment Management
• 1 - 100 Employee

• CFO / Board member Interim role

  • Mar 2018 - Oct 2018

  M&A of Valmos Estonia of $12MM S&OP implementation W/C optimization Improved reporting pack Debt restructuring of the group which resulted to PLN 530MM refinancing of all entities via club deal banks. M&A of Valmos Estonia of $12MM S&OP implementation W/C optimization Improved reporting pack Debt restructuring of the group which resulted to PLN 530MM refinancing of all entities via club deal banks.



CEDC

• United States

• CFO

  • Sep 2015 - Jan 2018

  - Managing of Cash Flow and turnover over $1,500MM and proper revenue to cash management, working capital optimization leading to sustainable tax payment - re-establishing of local bank cooperation for refinancing of RU based loans (PLN 200MM factoring programs) - Launched in 2017 new mantra SMARTMIX driving the highest growth behind “perfect” and “premium” mix vs. lower margin but bigger scale product of “standard” and “strategic” mix followed by proper restructured Commercial Policy and trade terms to secure growth of premium and perfect mix across the multi-channel distribution platform - Chapter 11 pre-pack – successfully navigated the cooperation with the key stake holders via Group restructuring in Q1 2017 – fully secured continuation of all business and financing processes and elimination of any Adverse Effect - IT - Implementation of key software solutions leading to acceleration and simplification of business decision and control mechanism enabling profit steering on daily basis and fast closing procedure , 98,8% SLA of IT equipment achieved - Fully Secured of 60% CAPEX project financing - Creation of business partnering between Commercial / Operational Finance & Commercial/Marketing/Operation department as strategic platform for future decentralized decision making process - Drove Statutory / Group balance sheet and P&L management and Audit process as well as Brand Owner DME reconciliation as well as Balance sheet restructuring process after Chapter 11 pre-pack - Implemented insurance of AR leading to acceleration of factoring programs



General Data Consulting /Pine Hill capital

• Partner

  • Dec 2013 - Aug 2015

  Developing and Structuring of Acquisitions process in CEE countries operations worth 100 M USD - Finance restructuring of Acquisition Target and Acquisition financing including Tax perspectives -5 CEE countries responsibility - Legal perspectives and shareholder issues bound on M&A process - Stake Take Over Process, Bid structuring - Future operations Business Planning, ROI and Company and Stake overtake Market survey, Monitor project development and investor reporting US PRIVATE EQUITY FUND engagement



Utex Terra, Sp. z.o.o

• CEO General Manager, Prezesz Zarzadu

  • Sep 2012 - Jan 2014

  - Creation of Strategic Plans and Mission Vision forming including masterplan of investment - Started and executed the new market expansion – 300% growth of export volumes and establishing of long term relations with key strategic customers in Czech/Slovak republic - Cost cutting and production efficiency increase – saving 15% per production unit - Crucial Mid Term contract successfully concluded – 10 MM Ton raw material for Polder Raciborz including Trade terms and delivery terms conditions and proper risk management control



ALAS Holding AD

• Chemical Manufacturing

• CEO Mananager, Vice chairman of Managing Board

  • Aug 2004 - Sep 2012

  - Institutionalized an effective holding structure including legal frame and principles, upgrading of crucial management positions with strong focus on systemized performance management with adequate competencies and authorizations, launching annual calibration feedback for senior management and team building activities for middle management, creation of centralized holding structure with cash pooling management leading to significant optimization of cash flow and enabling of reduction on Headquarters’ financial support, SSC for accounting, controlling and legal fully implemented - Drove and supported constant increase of capabilities of middle management and proper standardized process of recruitment - Prepared and navigated the organization during loans restructuring and Stand Still negotiations – $ 40MM - The 1st breaking Stand Still in Serbia (Intesa Bank, Unicredit, Sberbank, ERSTE Bank, Raiffeisen Bank, Societe General, RLB OOe) - Supervised proceeding with WWF and ecological movements during application for permission of re-naturalization quarries inside the National Park Fruska Gora – 20 MM tones of trachyte stone and 15 MM tons of overburden. EBRD Loan for Quarry re-cultivation signed 10MM USD - Actively participated in commercial activities and trade terms set up as well as re-design of Contracts and participated in Creation of General conditions of sale to boost export and domestic sale and creation of proper Mix management 40% of products sold in export - IPO of Zorka Nemetali (Belex ZONE) achieving signifficant groth in 2007


A.h. Praha, a.s. & Kamen Zbraslav s.r.o.
• Financial Controller

  • Jun 2002 - Aug 2004