Paul Gelardi

Promoted to develop the financial functions of the region consisting of 16 operations 11countries and play a leading role in moving the region to profitability. ? 4 staff.
? Standardised all Asian operations on one instance of JDE ERP systems leading to the opportunity to develop one shared service accounting function for Asia.
? Negotiated the change of business model in India achieving a 5% royalty income on the License of the brand while selling the loss making local company, saving US$30m p.a..
? Drove the manufacturing strategy closing 2 and reducing the remaining manufacturing units in Australia, moving production to Low Cost sites in China and Thailand, saving US$20m p.a.
? Developed business intelligence and management reporting systems to monitor, control and drive the businesses by product line, channel and geography.
? Led Sarbanes Oxley compliance program across Asia with zero adverse observations.
Played a key role in reducing losses from US$ 65m in 2004 to a profit of US$35m in 2009 by removing non-value creative products and activities.

Invited to help lead the turnaround in the publicly listed 80:20 joint venture operations in India, which was losing US$ 40m p.a. with severe joint venture partner relationship problems.
? Reorganised Finance function around business processes and instituted very tight expenditure controls across all business activities.
? Closed and sold 3 high cost manufacturing sites focusing the value-added production in the remain 3 manufacturing sites, cutting losses by US$12m
? Represented Electrolux in all JV Partner negotiations and multiple High Court cases brought against the company by JV Partners. Turning the JV Partner relationship into a cooperative and supportive one.
? Created legal precedent by succeeding in de-listing the company from 3 major stock exchanges overcoming objections from minority shareholders by organising a series of diluting capital injections and minority buy-back schemes.
Halved the losses in the company each year while restructuring the business and simplifying the legal status enabling the business to focus on the commercial realities.

Invited to be responsible for all the UK operations of Hibernia Foods following the acquisition of Sara Lee Bakeries by Hibernia Foods.
? Kept the business alive for 2 years through micro-management of cash on daily basis.
? Massively improved reporting and planning functions.
? Developed strategic turnaround plan involving significant restructuring of the businesses.
Speedy and drastic action required to save the business was not forthcoming.

Invited to return to UK for a 2-year assignment to assist a young management team stabilise a deteriorating situation and develop / implement a turnaround plan ? 26 staff.
? Focused the business on retail deal profitability, improving margins from 10.4% to 25.3%.
? Resolved a major SAP implementation crisis, restoring credibility to product costs, sales and financial reporting while gaining inventory visibility & allowing customer service to return to 99%.
? Introduced product profitability reporting, leading to manufacturing cost reductions of £3m.
? Focused on cost reductions (SG&A reduced by £2.8m or 18%) and cash flow management with £10m of positive cash flow in FY 2001.
Overall played a key role in reducing losses from £12m in FY 2000 to £6m in FY 2001 and with profits in each month from April to August 2001, enabling a viable sale of the bakery business.

Promoted for the financial control of 28 wholly owned and JV companies, covering all Asian retail product divisions, to realise synergies and develop, with a new CEO, a 5 year strategic plan.
? Played a leading part in formulation of the development plan for Asia, SL?s prototype geographical rather than product based region, including a clearly focused acquisition strategy.
? Negotiated acquisition of a $75m Skin Care company in Philippines, overseeing its integration.
? Acquired a Bakery business in China for its licences.
? Reduced divisional overheard by $1.5m by integrating HO functions for 3 regional offices.

Promoted to take full financial responsibility for all 19 H&BC operations in 13 countries in Asia.
? Introduced Balanced Score Card reporting and process mapping for all 19 companies ensuring strategic and operating alignment of each operation with the Asia Region strategy as a whole.
? Developed a regional strategic IT vision, standardising all IT systems and linking all platforms in a frame relay based network, enabling an Asia-wide disaster recovery plan to be devised.
? Focused the companies on margin maintenance and cost reduction programmes enabling the region to come through the Emerging Markets currency crisis (1997) without a single closure.

Promoted for financial control across all Indonesian operations ? 97 direct staff, 200 indirect.
? Formed a Venture Capital Company to enable SLC to gain significant competitive advantage over other foreign companies when entering a new business area closed to foreign investment.
? Provided the necessary financial and IT systems, and knowledge to navigate through the legal complexities, enabling the start-up of Direct Selling and the entry of the Bakery business.
? Successfully negotiated the acquisition of the local Amami, Badedas & Brylcreem businesses.

Promoted to take responsibility for all 4 Household & Body Care operations in Indonesia ? 35 staff.
? Merged head office functions of two additional SLC subsidiaries, into Nicholas Kiwi operations.
? Negotiated and executed the sale of Nicholas Laboratories to a local group.
? Successfully steered the companies through major tax audits without significant financial consequences, following the appeal process to a Supreme Court judgement.

Invited to integrate back office operations for the newly acquired NK companies ? 18 staff.
? Merged the accounting and administration of PT Nicholas Laboratories and PT Kiwi ensuring improved efficiency and enabling tight corporate timetables to be met.
? Successfully led negotiations with two labour unions, making major changes in the remuneration systems and significantly reducing the administrative workload.
? Introduced PC based accounting systems after standardising the accounting processes.

Promoted to set up all control and reporting systems and processes required to support a start-up operation, later with responsibility for HR, purchasing, planning & inventory control ? Max. staff 21.
? Provided financial support on the start-up of the local company, advising on capital structure and currency planning within local and Beecham Group requirements.
? Negotiated local and offshore financing, initiating forward cover arrangements and saving $1m in the 1983 major devaluation of the Rupiah.

Recruited to support the commercial team working on the T/o $100m Africa & Caribbean areas.
? Provided financial input into tender pricing and local manufacturing possibilities, and produced monthly management accounts for the division.

Recruited for training and later promoted as senior in charge of major audits of quoted companies, supervising a small team of assistants, evaluating business systems & financial information flows.