Nagy Tibor

Focusing on strategic support and coaching / mentoring for small and mid-sized companies’ employees and management in the area of Finance, HR and Payroll and general management. Project work. Interim management.

EMEA. 28,000 employees. Strategy and Operations with Projects and achievements: - EMEA best practise definition resulting in increased SLA (99%). - EMEA payroll conceptualisation - Budget and P&L responsibility ensuring yoy productivity gains . - HR EMEA and Global stakeholder management and mentoring. - GDPR compliance organisation setup so that Citi did not risk to incur penalties of up to m20 Euro. - HR organisation change converting in actions (in Payroll).

Leading a team of 220 employees providing in house HR shared services support for 68.000 employees in 40 countries across the globe. Based out of Manila, Philippines Shared Service Center. Projects and achievements : - Changing of service delivery model from Oracle to People Soft - Continuous process improvements - Budget and P&L responsibility - Integration of Logica in CGI business model (headcount increase from 28,000 to 72,000)

Responsibilities: - ongoing support in implementation of global HR processes, - Leading HR training sessions globally with the impact of reducing cost through better training. - Link between different divisional leaders (decreasing leadtime from decision to transition by 2-12 days). - Leading a team of +60 HR experts in 4 continents. - Managing cross cultural teams. - P&L responsible and accountable

Leading a team of payroll specialists providing payroll outsourced services to 8 Logica countries Achievements: - Delivering and implementing of payroll services for Logica and its clients. Cost benefits of 20% yoy. - P&L responsible ensuring increased productivity of 7%. - Set up of payroll team in 1 month for 11 countries (3,000 employees).

Leading the the operations department providing payroll services across the globe for domestic but mostly international clients. Achievements: - Delivering BAU services to global customers out of the Budapest SSC. - Servicing 80 countries worldwide (LATAM, US, Canada, EMEA and APAC). - Continuous service improvement, training, supervising client contract process, management of global expertise partner. - Client visit (sales). Participating in sales decisions. - Budget preparation. P&L accountable.

Market: Hungary. Client target: international company's local subsidiary. Accounting and payroll services end to end.

- Transfer global FPA team from London HQ to Budapest SSC (within 9 months) without loss of quality and accuracy. - Preparing monthly report to the Board of directors of Diageo Plc. - Responsible for Planning and Reporting for Ireland and Continental Europe. - Support to local country finance community re finance matters, planning and forecasting, consolidation of the monthly, quarterly results, preparation of monthly board reports and analysis. Liaising with other finance managers in the business

Finance responsible for 12 countries. Monthly reporting (local and US GAAP) coordination, Budget and P&L responsible, support in audit, acquisitions and divestments, new corporate tax structure. Support in internal audits. Cooperation in regional and European task forces.

Project: established new teams in Admin. & Finance department. Responsible for IT, Finance, Accounting, Reporting, HR, Payroll. Achievement: - Restructure the product line and prepare for sale in 2001 without disruption of regular work. Continued work related to this divestment until Aug 2002.

Tasks: focus on Global Group Cash Flow (AR, AP, Inventories, processes). Sales, production, admin process improvements internally. Training in the above mentioned areas to local teams. Achievement: - Reduction of tied down capital by multiple millions SEK. - Increased profitability of all reviewed entities (6-17% yoy)

Reporting to mother company and product line HQ, leading local accounting team, HR, IT and general administrative tasks, budget and P&L responsible. Achievements: - Implementation of cost-reduction programs. Impact : 4-8%. - Leading Electrolux through the restructuring and divestment phase after acquisition. - Decrease raw material stock (with multiple millions) and streamline workflow (shorten raw material delivery leadtimes by 50%. - Managing of crisis after warehouse fire

Accountancy, Finance, Law, Statistics

Economics, Sociology, Philosophy, Psychiatry, Law, Math