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Accounting Manager

Work Experience

Robert Walters Associates

Short time assignment as Financial Controller for Belgium & Luxemburg at Ahrend Furniture NV.
Objectives of the mission:

- prepare the budget for 2005 including, not only full balance sheet & profit & loss account but also the commercial objectives of the company. This budget was presented successfully to the Board on October 26, 2004 in Amsterdam.
- Prepare the latest estimate after 3rd quarter closing (fully documented).
- setup control procedures for the inventory of furniture in own showrooms, furniture placed “on sight” at customer’s location and inventory in storage at outside installation companies.
- Analysis of all internal processes. Recommendations were made to HQ (Amsterdam). These recommendations were approved and the new Financial Controller will supervise the implementation.
- Re-negociation of various contracts, such as:
- insurances,
- car policy,
- energy (electricity & gas)
- cleaning
- installation contract with outside contractor
- Setup a table with basic statistical information for the sales team (turnover month & YTD, orders on hand, running projects with status etc.).
A permanent Financial Controller starts on November 8, 2004. During the remaining of November, my main objectives are:
- transfer of knowledge to the new Financial Controller,
- supervise the “hard close” at October 30th with an interim audit from 15-11 until 19-11.
However, client asked me to stay on board until February 15, 2005 in order to:

- revise the legal status of the company’s subsidiary in Luxemburg,
- assist in the yearend closing, including the preparation of the audit file,
- prepare the Business Review Meeting: financial and operational part,
- analysis whether to keep the Antwerp showroom or not,
- preparation of a 3 year budget (2006 -2007 & 2008).

Systems used: - Baan (Triton)
- OLAP (statistics)

Personnel supervised: 11

Robert Half Interim Management:

As of February 24, 2004, Contract Management Financial Institutions at Banksys NV.
Objectives of the mission:

- define a list of all billable items and allocate a product number,
- participate in all sessions to discuss all possible scenarios that may occur in view of the conversion from Oracle 11 to Oracle 11i,
- testing of these scenario’s,
- recommendations for improvements of these scenarios,
- final customer acceptance for these scenarios,
- training of end-users,
- conversion of the existing system to Oracle 11i (order entry – billing – Accounts Receivable and General Ledger),
- set-up procedures for manual billing of Petrol Cards, defining all documents, that, as a service to the customer and petrol companies, have to be delivered either on hard copy either electronically,
- clean up the petrol card files with Banksys
- propose layout for future invoices and exhibits for Financial Institutions.

Due to a management decision to implement Oracle 11i only partially for Financial Institutions, there was no further need to keep an Interim Manager, since the objectives of the mission were fully completed at July 31, 2004.


Robert Half Interim Management

As of November 18, 2003, I was asked to set-up physical inventory procedures, including procedures to follow-up the movements of the basic materials, on a weekly basis. Client is operational in steel construction and has, not yet, a computerized system for this purpose. The implementation of an ERP-system is still in a very early stage of development.

This was a short term mission, which was completed on December 5, 2003.


IBM Belgium NV (formerly PwC Interim Management)

As of April 1, 2002, I was appointed, through IBM Belgium, as Accounting Manager for Luminus NV, a newly established energy supplier.

Objectives of the mission:

1 – organise the accounting department (general accounting & business analysis),
2 – set-up a management reporting system (tool used: TM1 from AEXIS),
3 – implementation of various SAP-modules (FI – CO – COPA –MM and FA),
4 – project leader for the transfer and quality control of financial information transmitted by the Intercommunales at the time of the liberalization of the various market segments.
5 – development of a documented chart of accounts,
6 - design of the process for month end and yearend closing considering the instructions and deadlines given by the Parent Company in the UK,
7 – set-up of purchasing procedures,
8 – study on the effect of the implementation of IAS.

All this was completed by July 31, 2003, but client asked me to spend some more time in August and September 2003 in order to:

- reorganize the Cash & Banking department,
- set-up a follow-up system for the daily exception list for incoming wire transfers (unallocated),
- set-up procedures for the daily submission of the direct debits to the bank for collection,
- design procedures and process for settlements (customers who have to be refunded upon generation of the annual electricity and gas bill or customers changing energy supplier),
- as a next step to the settlement rules, I also prepared the procedures and process for the refunds to be made, including incorporation into SAP of the refund controls.

Personnel supervised: 18

Ernst & Young Executive Temporary Management

As of May 1, 2000, I was appointed, through Ernst & Young Executive Temporary Management, as Business Controller for Mobil Lubricants.

Objectives of the mission:

1 - dissolution of the joint venture Mobil/BP,
2 - integration of the Mobil Lubricants division into the ExxonMobil structure,
3 - ensure a smooth transition from the existing ISP-system (Oracle) into a SAP R/3 environment,
4 - as of November 2000, ensure, within the given deadlines, the monthly closing with full reporting schedule to Management and Headquarters.
5 - reconciliation of all assets and liabilities before change of system at July 1, 2001,
6 - given the experience acquired on SAP R/3 during the previous mission, help the Performance Analysts in understanding and using the new system (CO & COPA).
7 – as of November 1, 2001, the European Financial Controller wanted me to join the Controller’s team in order to instruct, coach and supervise the junior controllers until they were completely familiarized with headquarters reporting requirements.
8 – As of February 1, 2002, the company wanted me to clean up the Accounts Payable department. This implied the review of the Purchases to Payables (PtoP) processes and an audit of the implementation of ExxonMobil’s worldwide internal regulations for Accounts Payable. My report, including recommendations, will be finished by March 25, 2002. Final review of this report with all concerned took place March 27, 2002.


Personnel supervised: 18

Robert Half Interim Management:

As of September 1, 1998, I was appointed, through Robert Half Interim Management as the Accounting & Controlling Manager of a multi billion BEF Company. This mission is ended on March 31, 2000.

The company is a tobacco & confectionary distributor and part of a multi national German cigarette manufacturer.

Objectives of the mission:

1 – organize the closing at December 31, 1998.
2 – optimise the use of FI & CO in the SAP environment.
3 – implementation of SAP Retail in the 5 distribution sites and at headquarters. SAP Retail replaces the use of an IBM AS400, which is not 2000 compatible. The final implementation started on October 1, 1999.
4 – implementation of a new data processing system in the 3 Shops, with a download to SAP Retail.
5 – organize and finalize the closing at December 31, 1999, with the final consolidated report to the Parent Company in Germany.
6 – selection and recruiting the new Accounting & Controlling Manager. This person was selected among the company’s financial analysts, reporting to me and, thru motivation, training & coaching, has been prepared to take over, immediately after the reporting deadline.

The above objectives were completed and the closing of 1999 have not given any major problem.They were reached thru intensive contacts with:

A – the auditors,
B – the SAP consultants and
C – by coaching and motivating the employees involved.

Personnel supervised: 19

1986 – 31/08/1998
Because of a change at the top of Lawter International NV, I decided, in 1986, to start my own accounting firm, first as an independent accountant and from 1988 on as an NV.

Because, over the last 6 months of 1998, I lost five major accounts due to:
- stopping the business because no successor available,
- merger with a larger company and
- selling the activities to the competition.
I was looking for a new challenge in the accounting, tax and financial world. I could help them, thru my knowledge and experience with the further expansion of their business. You will also understand that I am not the person who is looking for a nine to five job.

Furthermore, because of my job at Lawter International NV, I have acquired a certain expertise in international fiscal and social legislation.

Thru my contacts in the accounting world, I have done, in 1996 – 1997 & 1998, the financial audit of several Belgian companies.

1975 – 1986
Lawter International n.v.
European Financial Manager
In this position, I was responsible, directly to the Vice-President Finance & Administration in the States, for all accounting and financial matters, including budgets, financial and operational audits of the various European subsidiaries.
Together with the European Sales Manager, I was responsible for the set-up of production units in Denmark, Spain, Italy and France.

Personnel supervised: 16

1973 – 1975
Augat n.v. - Brussel
Chief Accountant, responsible for the accounting and monthly consolidation of the European Companies, including a full Management Report.
The European Headquarters was moved from Brussels to Paris and although I was offered to continue my job from the Paris Office, I preferred to stay in Belgium, also because, at that time, my wife was head of the E.D.P.Department of a larger shipping company and did not want to give up her job.

1967 – 1973
Codep Spaarkas - Brussels
Accounting for deposits made by customers.

Education

1952 - 1961
Koninklijk Atheneum – Aalst
1961 – 1967
Rijkshogerehandelsschool – Aalst
Accounting & Finance Graduate

Skills

Implementation various financial SAP-modules
General Accounting
VAT (Value Added Tax
Corporate Taxes

Languages

Dutch, French & English: fluently spoken, written and read.
German: spoken & read.

Other

Business Cases :

As an Accounting Manager, optimize general accounting, implement a CO-tool (Cost & Profit Centers), develop, from this CO-tool a clear and understandable report for Management Team & Board Members. This final report must indicate the strenghts and weaknesses of the business and contain recommendations for improvements.

Credit Control & Cash Collection: development of a process for screening new customers (rating) and a strict process to follow-up overdue invoices although in certain areas (energy supply for residential customers) rules set forth by the Government must be followed. Results of credit control & cash collection must be included in the monthly report to the Management Team and Board of Directors.
Setup of K(ey) P(erformance) I(dicators) for all departments of the company.

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