Matty Ryan

www.trinitycs.com

Kingspan acquired Hoesch Bausysteme from ThyssenKrupp in September, 2012. The challenge involved an Accounting Services transition from a ThyssenKrupp captive SSC in Germany to a newly formed Kingspan SSC in the Czech Republic and the implementation of the Finance module of an ERP system called ABAS. The kep point to note is that the transition and the ABAS go-live were completed in 3 months. ABAS Finance implementations typically take 7 months.

My brief was to project manage the KPMG engagement with the MOF in Bahrain to outline a detailed proposal and implementation plan to introduce tax as a means of diversifying Government income sources and reduce reliance on oil-related sources. The challenge was to synchronize KPMG Bahrain, Hungary, UK, Australia and an external law firm so that the Client only saw ‘1 KPMG’.

Assignment was to develop and implement an end-to-end contract management process. • Partnered with a strategic Business Development team of six VP’s to develop and implement an end-to-end Contract management process which was compliant, transparent and fit for purpose. • Simplified and standardized the Deal Desk process. • Cleared the proposal backlog in four months. Increased the contract pipeline from two to twelve deals per month.

• No revenue deferrals were required because of Fair Value issues in EMEA. • Operated a ’no escalations & no surprises’ business model. EMEA was viewed as ’best in class’ within HP. • Established and ran the EMEA EB Fair Value Forum to keep Senior Finance Management informed. • Designed & implemented pricing controls. Implemented corrective actions in cases where compliance was deemed to be in danger. Managed the internal and external EMEA FV Program Audits.

Reported to the EMEA Enterprise Business Finance Policies & Compliance Manager. • EMEA was the only Region to report zero Red scores and the 1st region to close out the testing.

Partnered with EMEA Controllership to align the Enterprise Business and Controllership Balance Sheet Review processes. • Achieved 50% productivity gains by successfully aligning the EMEA BSR processes. Eliminated 40 reviews annually and additionally saved 24 hours per Country by streamlining and automating the newly aligned process. • Achieved 50% improvement in service levels by aligning the Bangalore centre with the Countries and the Country needs. • Received a Corporate CFO recognition award.

Reported to the EMEA Enterprise Business Finance Policies & Compliance Manager. • EMEA was the only Region to report zero Red scores and the 1st region to close out the testing

Assessed EMEA contra-revenue Balance Sheet reserves to address noted weaknesses, simplification and standardisation across Business Units and Countries. • Identified and corrected the weaknesses. Implemented standardised processes & clear Policies & Procedures

Represented EMEA ESSN Finance in a high-level assessment of the logistical and financial feasibility of outsourcing EMEA ESSN manufacturing operations, as part of a worldwide initiative.

Implemented the PeopleSoft GFIS web-based ERP system in E&Y Hungary, Czech and Slovak Republics, Croatia and Slovenia. • Rollout implemented on time and within budget.

• Compaq Hungary Finance was viewed as the EMEA benchmark on Balance Sheet and P&L management, predictability, business controls, management reporting and the best overall Finance Team. As F&A Director, I managed Accounting (US GAAP and Statutory) Financial Planning & Analysis, Credit & Collection, Treasury and Business Controls. Additionally, I managed Facilities, Purchasing, IT and Financial (Leasing) Services. Staff of 24 people. Annual turnover of circa $150m.

‘Stretch assignment’ to solve a sensitive crisis situation in Poland in 2002. Turnaround. • Stabilised Finance and Admin. Re-established business basics and closed the specific internal control issues. • Partnered with the Acting Country Manager (Compaq EMEA VP) to re-engineer the business, solve employee morale and PR issues and consolidate relationships with suppliers and customers.

• Restructured Finance, end to end. • Won the ‘Best EMEA Finance Team’ award in 1997.

Turnaround.

Turnaround. Teamed with non-Finance Management to restructure the Finance department.

Business Strategy, Marketing, Human Resource Management

Management Accounting, Financial Accounting, Strategy

Financial Accounting, Management Accounting, Tax, Law