Oleksiy SUBOTIN, Executive MBA

Experience

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  UkrSibbank BNP Paribas Group

  Jan 2001 - Jun 2008

  • Saved $680K by successfully and without delays implementing financial and analytical SAP R/3 modules with coordinated in-house teams. Source of savings is offsetting SAP consultancy cost with training of inhouse staff and coordination of their work to Get Things Done on time and with extra functionality.• Coordinated 3 direct reports in Strategic Enterprise Management Work Groups (PA, ALM и CL).• Improved product efficiency analyses by authoring and leading team to implement a comprehensive Activity Based Costing model for all Bank products.• Improved product lines profitability analysis by implementing automatic IAS&IFRS adjustments and implementing two level transfer pricing model and benchmarking analyses in SAP R/3 to uncover inefficiencies by clients, products and POSs. Show less • Led subordinated team of 5 people (planners and analysts). Relocated team from Kharkiv to Kiev due to change in HQ location and was responsible for recruiting to offset employees who left.• Authored and led to implementation of daily and weekly reporting system from Bank’s subsidiaries (Insurer, Leasing, ALM, Bank in Russia) to the Board, to develop control over consolidated plan execution.• Led the team to introduce overhead allocation and Activity Based Costing for product efficiency analyses that led to increase of tariffs for loss making products or for product discontinuations. Show less • Secured profitability while rapidly growing regional coverage (extensive growth from 200 to 900+ POS) by developing regression model in Excel and using qualitative analyses to identify in which cities and what kind of POSs would be profitable (e.g. model effectively anticipated inefficiencies due to excessive coverage in the same city, and prevented from spending $50K-$100K per POS in 300 out of 1000 outlets).• Sole Analyst to approve Bank’s investments in excess of $100K.• Contributed to Bank’s profitability by rejecting onerous investments and projects by introducing Discounted Cash Flow methodology and IRR based selection methods (for dissimilar duration projects).• Decreased business plan preparation period from 1 day to 2-3 versions of plan per day by developing complex “If…Then…” planning model in Excel based on products and POS planning and forecasting (>1M data points: 1000 POS, 100+ products, 50+ CapEx & OpEx accounts, 12 months to plan/forecast). Show less • Co-led the team of 3 people to introduce KPI based system and monthly benchmarking against competitors to improve efficiency of the Bank.• Decreased company-wide planning cycle time from 1 weak to 1 day by automating semi-manual planning processes. Task accomplished by developing standardized planning templates in Excel, pre-populating them with actual data for comparable past periods and consolidating business forecasts by self-written Macros, incl. calculation of all related KPIs.• Created and delivered Daily performance reporting for the Board, incl. forecasts of performance vs. budget. Show less

  • Head of Supplier Relationship Management (Procurement)

    Jan 2006 - Jun 2008

  • Deputy Head of Planning and Reporting Directorate (Finance)

    Jan 2003 - Jan 2006

  • Team Leader (TL) of Controlling & TL of Profitability Analyses Workgroups (IT)

    Jan 2003 - Jan 2006

  • Head of Planning Office (Finance)

    Jan 2003 - Jan 2003

  • Principal Economist in Financial Planning and Management Reporting (Finance)

    Jan 2002 - Jan 2003

  • Senior Specialist in Financial Planning (Finance)

    Jan 2001 - Jan 2002
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  VIENNA INSURANCE GROUP - Knyazha IC

  Jul 2008 - Mar 2012

  • Turned-around the company and in 2 years made a profit before tax out of inherited $25M loss/year.• Improved profitability $20M by: identifying and discontinuing loss making business with clients, products and POSs ~$10M; identifying and discontinuing frauds in sales, claims & commissions in excess of $3M (9% of premiums) by automation project; restructuring semi-fixed overhead costs by optimizing processes and releasing excess labor capacity (before reform support to sales FTE ratio was 5:6, after 1:3), etc.• Decreased excessive labor capacity (-50%) and saved $500K/year by centralization&automation of accounting, finance and policy control functions, while improving clearing period of receivables and data reliability. Show less

  • CFO, 1st Deputy of CEO, Management Board Member

    Apr 2010 - Mar 2012

  • Chief Financial Officer (CFO), Management Board Member

    Jul 2008 - May 2010
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  Insurance Group "TAS"

  Apr 2012 - Aug 2013

  Supervisory Board Member

  • Refocused company Board management style from cash inflow to profitability (at a time losses were $7M).• Saved $2M+ by leading company underwriters to discontinue onerous policies.• Identified $5M+/year cost avoidance opportunity by analyzing actual vs. underwriting revenue & cost data.• Discontinued $1M/year (2% of revenues) frauds on commission and motivation by analyzing P&L data.• Detected and discontinued misrepresentation of Loss Reserves and Contingent Liabilities in amount of $4M+ by leading a projects for internal audit and for improvement of actuarial controls. Show less

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  MAXUS International Corp.

  Apr 2015 - Mar 2017

  Chief Financial Officer

  • Turned-around the company from 14% loss on sales to the break-even level: improved gross margin by 10% via changes in pricing mechanisms and by correction of price calculators, e.g. included appropriate logistics, sales, marketing, warranty and operational overheads ~$3M; reduced cost of warranties by 30% introduced controls over warranties provision and their fulfillment ~$0.5M p.a.• Improved data quality and Automated daily and monthly reporting in BI. Introduced self-service mechanisms for data analyses by management.• Managed cash-flows and their forecasts (28M$) and coordinated financing activities via factoring & loans from Ukrainian banks (2M$) and trade-credits from suppliers (9M$).• Provided strategic advice to shareholder and management board in regards of use of various business models, transfer pricing, management of operating cycle and cost of capital. Show less

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  FinTech Group of Companies

  May 2017 - now

  Group Chief Financial Officer

  • Contribution to strategy development of FinTech Group of companies.• Oversight over Financial Planning and Analyses functions, provision of actionable insights for maximization of company market value.• Control over budget execution and preparation of forecasts of company operations.• Coordination of treasury function, setting controls over timeliness of inward and outward payments and safeguarding of assets.• Control over accounting function and outstanding balances for accounts receivables and payables.• Provision of financial and efficiency related data, and provision of related analysis to other members of management team required for improvement of company operations.• Fulfillment of representative function in liaisons with regulators, vendors and partners. Show less