All finance function duties of a cash crisis company making a turnaround. Re-organization of finance function, processes and stakeholders.

Interrim assignment for 6 months, resposible for groups finance and IT functions.

• M-Brain Group, turnover 36meur, personnel 134, Business area: Media Intelligence • Group’s Financial and business controlling globally in IFRS, accounting system and process development. • Global Finance Team of 11 direct reports and their external accounting service providers

I was employed as a finance director and board member for FremantleMedia’s operations in Finland. I partner together with the CEO on major client negotiations and relationships. We work on streamlining our processes together with the management team for cost savings and to creation of new businesses to FremantleMedia in Finland. I am responsible for all finance issues within the country and SAP implementation. Monthly reporting according IFRS, banking relations and internal and external audits and authority * Monthly management board financial review P&L, BS, CF * Partnering with CEO on major customer negotiations and relationships * Management of monthly reporting * Streamlining operational procedures with cost savings * OPEX/FICO analysis and savings implementations * Management of internal and external audits * Management of banking and insurance issues * Coordination with and reporting to government authorities (Tax, Justice, Health and safety, Customs) * Management of outsourced IT department. * Management of service team payroll and accounting * Management and analysis of procurements * Implementation of SAP ERP system

SRV Group Plc / OOO IBI Invest, Russian Federation Financial Director Russia, Staff: 16 direct report to. I was employed as financial director for the Russian business unit of SRV Group Plc. As a member of the business unit’s management board I was responsible for the reorganization and development of the finance and accounting function. This included the following development areas: organization, corporate structure, systems, banking, auditing and stakeholder (IFRS, RAS, and Tax) reporting. I managed a staff of 16 and coordinate several improvement projects with colleagues and their staff. Achievements: Reorganization of company's finance/accounting activities from "no audit approved status" into modern centralized accounting function with audits accepted. This included: checking history from 2002 into 2010, creating a documentation flow from EU to Russia, centralizing banking and audit functions, planning and implementation of centralized accounting systematic for project environment. Analysis of international taxation rules with positive new approach.

I worked (08.2007-06.2009) within mining and chemical industry by OOO Omya Rus as a Head of finance and controlling for Omya Group’s Russian Operations and I was stationed in Moscow. I handled all financial issues within Russia for Omya Group and managed the operation of the financial department (staff 15) in accordance with local statutory (RAS), IFRS and group policies and participated in the management decisions made in financial respect. The work included valuation processes for quarries, plants, mergers and acquisitions.

I worked (04.2004 – 07.2007) for Saunalahti Group Plc as a business controller. As a member of the management board my main tasks and responsibilities were to participate in the decision making of the management group, to oversee development of the financial, control and budgeting system and processes within the group in order to ensure soundness of operational and financial data and decisions made. My main tools were Hyperion, Cognos Bi and SAP. I’m was involved in several other projects and ad hoc tasks for example: development / use of e-invoice based information for accurate cost control.

I worked (06.2001-04-2004) for Jaakko Pöyry Groups Infrastructure business division with latest position as a controller. My main tasks were to handle business division’s monthly, interim and annual financial reporting, analysis and annual budgeting process. I provided the business group controller and division managers their desired management information, analysis and developed the management information tools according to business requirements. I also supported the country and area controllers in Asia, Europe and Latin-America and had various administrative, accounting & ad hoc-tasks and direct business controlling of three smaller companies.

• Subsidiary annual budget and monthly reporting process • Analysis and checking of subsidiary reporting according to IFRS • Coordination of audits with subsidiaries • Sales agent commissioning and costs approval