Финансовый директор в управляющую компанию международного холдинга

Описание

Victor I. Kornienko, DBA

(Avi-Gdor bin Johanan Karo Al Sassanide)
CEO / COO with Deep Financial Focus
* +7(916)683-7453 * linkedin.com/in/victor-kornienko-0a14155 * vkornien@gmail.com
* 1354 patents, R&D, scientific papers & mentions: https://www.academia.edu *
Summary: Technology driven, strategic take-flight C-suite business transformation leader & innovative driver with the ability to spot, turn opportunities into a competitive advantage, known for transforming start-ups/SME/high corporates into industry leaders despite complex challenges & transitions. Adept at capitalizing on operations and change management. 28+ years of decisive in diverse fast-moving global organizations.

Global span: 25+ years across the UK, Europe, SEA, HK, EMEA, MENA, CIS countries & Africa.

Key skills: ECF, P&L management/Budget. Planning, Auditing. Profitability growth. Cost Reduction/Quality assurance. Debt/Equity financing/IPO. PB/Financial advising. Balance Sheet/Cash Flow management. Strategic direction/Financial modelling. Credit analysis/Partnerships. Compliance with Laws, Antifraud / Forensic accounting. Project/Company MGT/Regulations. Multi-AUM/countries operations management. Buy/Build strategy/Execution. IT systems control/Scale-up. Firm/Technology Infrastructure. Facilities Management/ Sales/Marketing Leadership. Customer Engagement. Projection/Executive leadership. Crisis/Turnaround management/Lean 6 Sigma. Quantitative analysis/Bloomberg Terminal/Collateral/Liquidation analysis. Scientific leadership. Management consulting. SCM control & contract management. Omni-/multichannel retail control. Business Process Re-engineering. KPIs & Quality Standards. Engineering, manufacturing. Commercial/Customer Support. Proxy campaigns/Shareholder management. Communications/PR/Negotiation. Recapitalisation. Talent acquisition Leadership Development/K12 programs. Recruiting/Hiring/Tertiary study/STEM; Statistical Arbitrage Strategies.


Hard skills: IT systems control, AI, platforms (Bloomberg Quant, S&P global, Pitchbook, BlackRock Aladdin, S&P risk management, MS power BI), Scale-up, Agile, Continuous Delivery, Cloud computing, SAP, ORACLE, MS Dynamics, PeopleSoft, QFD, Bitrix. Scenario Studio, Business Objects, Expert, Project Expert, Prince2, MS Project, Primavera 6 R8.1; RIBA 3 Work Plan. Erwin, ARIS, BSC Designer, JIRA, Confluence, Bit bucket Data Center; Motion Basic, C++, C#, VBA, Java, Python. OLAP/Pro-Clarion, Pascal, FORTRAN, Prolog, Lisp, KRL. MS Office, Silverlight. Adobe Acrobat Pro, AutoCAD, ArchiCAD, Ventura Publisher, Panorama Studio.
Industrial competences: Aerospace/Airport construction. Political economy. Cross boarder transportation / SCM. E-commerce /Retail/4PL/3PL. HVM& new materials/ Precision Med& DX. MedTech devices & Digital/Pharma/ Bio/Genetics/ Science/ Technology. Digital tech /Plant growth. Data centres. Neutron Radiography. Collaborative robots /AI/iGaming. Alternative energy /Energy generation (Wind/Solar/Bio/Thermal/Water waves). Computational Physics/Computer Science/IT/Automation. Open/ Underground mining (metals (cover Au/Pd/Cu/Al)/coal/Granite/Marble/Quartz/Nickel, minerals, rare earth metals). Heavy metal manufacturing/ Metal Stamping /Forging/Forming/Tools/Die. F&B/Food security. Upstream O&G, Infrastructure construction /Waste water treatment/Climate change/ESG/Environment protection/Disaster recovery/Animal Studies. Risk management/Compliance. Creative & Satellites. Modular houses /House-building. Applied Ceramics. Descriptive Geophysics. Technology/ Venture Investing. Electrical/ Information Engineering. Agro-/Aqua- culture, Real Estate/REIT. Wholesale / Retail (Food, Non-food) /DIY by applying. Lean 6 Sigma & full robotising. Banking. Logistics.
Snapshot of Achievements
1998 to 2003
2003 to 2007
2008 to 2010
2011
2012 - Present
# of Global SBU
YoY Revenue ↑, US$
P&L, US$/p.a.
Profit margin ↑, %/p.a.
COST ↓, %
Days Sales Outst. ↓, %
EBITDA, US$/ p.a.
CAPEX, % to US$
Market CAP ↑, % to US$
Market share ↑, %
STAFF, 000 FTE
Direct C-suite reports
26
24%
4,3B
32
56
50
53
330M
67% to 410M
10,2 to 4B
63 (Explosive)
24
12
35
120% to 0,94B
2,92B
25
60
65
100
520M
12% to 520M
18,2 to 6.4B
50
10
10
34
15% to 0,78B
4,3B
19
44
51
32
640M
34% to 594M
11 to 8.5B
6,9
14
15
15/34
24% to 0,84B
15B
24
24
45
20
800M
20% to 710M
6 to 4.5B
12,5
9,2
15
37/60 complex
40% to 1.4B
34B
38 each 3 years
41
60
23
1.9B
32% to 0,9B
6,3 to 24
34
43
100

Executive Experience
BlackRock Inc.
Global Project Director, Regional CEO/CFO of AUM, 01/2012 - present. Warsaw /HK/Bangkok
Honed by the Board's communications as trusted Chairman created vision-/ financial- /operating- effectiveness to present decisions in IPO/REIT/Mergers Acquisitions/IT planning. Matched gross margin products to identify/eliminate key issues. Commission product safety design/operating programs in 75K+ in categories. Focus dividends/financial & head-stock management/retail/public accounting. Transform the change strategy to position high-tech startups' R&D products to recognise brands via eight proven annual operating plans.
Develop / implement business plans/ strategies to achieve AUM Group goals to attract interest to long-term vision/plans as a member of the Board. Streamline strategies to address 10 specific legal issues/challenges. Chair 15th AUM EXCO teams in M&A/due diligence/evaluations of EPCMs /banks. Built 20 global strong, business strategy/aggressive campaigns/programs on 15 critical markets. Strengthen strategic leadership for AUM SBU by aggressively driving industrial KPIs. Resolved 47 law disputes. Advise 1500 national accounts.
Optimise the complex P&L/financial budgets/fiscal planning/control/capital requirements to deliver 10+% NPV/20% IRR/12% ROI. Secure migration to financial/IT systems covers MS CRM clouds/big data environments. Deduct acquisition costs. Diagnose 54 incomplete business deals. Diminish downtime for 45%. Mend productivity & efficiency. Transact/steer complex analyses & restructuring alternatives. Derive all investment decisions by investigating consolidated financial reports/business plans.
Overhaul the financial budgets/reporting, the financial close process, cash management practices, human resources. Rule fiscal/operational leadership to lessen indebtedness. Craft/author business plans/marketing plans & programs. Negotiate the rounds of straight/structured/syndicated financing/fundraising. Transfigure the financial base for 40% YOY growth to US$1.4B in portfolio expansion/challenged environments/NPLs. Prioritise/Operate the project/implementation team's edge digital strategy/analytics/generation.
Assure the launch of groundbreaking products on the start-up stage. Tailor the DCF/FCF/budgeting on buy/sell sides to satisfy corporate demand. Influence financial leverage. Lift the market share. Compose 54 market/technological insights. Guide the regional market risk/compliance decision-making at all required levels. Recommend risk-based planning. Carry out technical/operational/compliance audits/fraud investigations/special reviews by identification of risks. Upgrade technology capabilities with centralised/cutting-edge infrastructure. Open up 7 modern markets/channelled recent transactions.
Pioneer execution of 12 fully robotised technology models. Direct 21 generic/regional transportation/SC hubs/large airport construction. Orchestrate the change by digital transformation/strategies/data platforms to surpass customer needs.
Provide the future leadership for 60+ complex spread operations resulting in US$1.9B EBITDA growth & 41% cost cut. Realise to straighten KPIs to drоpbad debts by 31%. Replace 60% of hand jobs with collaborative robots. Conquer the brand rivalry with limited resources. Remodel online learning programs.
Build and manage global high-performance team. Plan rapid integration/growth of Group SBU structures/financials. Develop relationships with key stakeholders, investors, customers, suppliers. Lobby brand message by speaking engagements/charities/relationships with media.
Key Achievements
Operate 60+ complex distributed operations for 25+ industries. Recruit/train/inspire effective C-suite team. Replace under-performers. Pioneer value-added staff models to stimulate/engage everyone's commitments. Add amenities, like early access service, that encouraged clients to open accounts.
Explode revenues by 40% to 1.4B. Accountable for: CAPEX of US$1,9B/P&L US$34B. Construct/Commission: 6 large airports with infrastructure; 3 large tunnelling/desalination plants >500K m3/day; 42 aquaculture IRAS with IRR >54.3%/ROI 7.75/PI 18.97/PB 1.43, NPV>US$650M/pa during 7 years; 7 solar power plants 0.6-1.1 GW; 4 offshore wind farms with capacity 0.37-1.1 MW.
Increase market cap 38% every 3 years for AUM; EBITDA to US$1.9B by dropping costs >21%. Improve quality metrics >23%; profit margin up to 15% in 3 years; cash collections by reducing days sales outstanding by 60%.
Foster/oversaw directions/launch/marketing for 37 AUM. Expand market share > 6.3%.
Formulate, root Industry 4.0 technology, AI/robots, slashing manual processes 120%. Engineer worldwide forces in nine regions plus constructions within domestic, Chinese & Indian offshore developer teams.
Structure the business, complete commissioning of four construction projects (infrastructure, real estate trust, tunnelling/desalination) in 7 years. Launch multiple renewable, clean-energy technologies. Devise improved compliance, internal/external alliances/accounts, & its management. Lead 100 direct reports of C-level managers. Accountable for global human resources of 43K indirect FTEs.
Eurasian Development Bank. Kazakhstan, Almaty
Regional Project Director / Deputy CEO, 01/2011-12/2011. Almaty /Minsk /Bishkek /Moscow
Brought to restructure/position 34 regional plants to either IPO or M&A.
Recapitalise AUM for an IPO/sale, leading to strategic investor acquisition. Entered into emerging markets.
Adopt innovative products/services. Ignited the rapid client services growth.
Key Achievements
Revise Launch/Marketing feasibility of 34 plants. Forge US$15B in P&L/budgets in affordable start-up funding packs.
Devise/Formalise IT processes model united to a shared services business plan, rewarded by the US$710M CAPEX/US$0,8B EBITDA, 30+% of lessened costs/US$35+M of revenue from