Eva Asztalos

Experience

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  Wallis Autotrade

  Jan 2003 - Jan 2004

  Financial and Sales assistant
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  TPA Horwath Group

  Jan 2005 - Jan 2005

  Junior Auditor I Consultant
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  Credit Suisse

  Jan 2007 - Jan 2008

  Financial Controller
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  Societe Generale Corporate and Investment Banking - SG CIB

  Jan 2008 - Jan 2009

  Financial Controller
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  TDF

  Jan 2009 - Jan 2009

  Finance Project Manager & Controller

  # I successfully implemented a new reporting schema / system in 7 countries, defined by the group CFO, with common references for each business unit, respecting time, quality and the deliverable.#I ensured management control of 7 European subsidiaries with 600M€ yearly revenue, supervision of the work of 7 regional controllers.

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  Geodis

  Jan 2010 - Jan 2016

  Project Manager - Finance & Processes / Senior Business Controller

  #I coordinated a strategic project (15 countries, 50+ stakeholders) related to the company’s largest client account that was focusing on claim resolution, process standardization and risk management. As a result, we reduced by 4 M€ the amount of unpaid client invoices in 1 year and kept them under control.#I supervised 15 regional and 5 corporate controllers in Europe and North Africa, ensuring that strict deadlines were always kept by the team. My perimeter progressed from 2 to 15 business units and from 10M€ to 1.2 billion € revenue in 2 years.#I monitored and controlled key client accounts: P&L, contract, processes. (IBM & Lenovo, Revenue: 70+M€). I had regular contact with internal and external clients, suppliers, and I continuously built a confidential and trustful relationship, that contributed to the client’s contract renewal.#I improved business processes by mapping and optimizing invoicing flows that allowed to discover non-invoiced items that represented over 500K € financial gain to Geodis. Mas kaunti

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  Ecole Centrale de Paris

  Jan 2016 - Jan 2018

  Project Manager - Organisation & Performance / Master studies

  The Swiss entity of the association of the famous French engineering school regroups CEOs and senior executives and it is part of a powerful professional network. #I led end to end the transformation of the Swiss-based organization into a professional incubator by using the project management approach and large scale of project tools and methods.#I improved the organization’s performance by re-defining its value chain and by influencing board members to change the culture and to engage the human capital of the organization.#I built an action plan to create a new functional model - based on a benchmark of best practices of 10 international associations. I initiated to “go digital”, I developed internal & external online communication channels to increase the efficiency of the organization’s operations. Mas kaunti

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  Project Management

  Jan 2019 - Jan 2020

  Relocation to Hungary / Family project

  After spending a professionally busy 13 years in France, we decided with my family to move to Budapest. I spent time to plan, organise and manage precisely the relocation, and to support the integration of my family (and my re-integration) to Hungary beside some family projects.

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  Citi

  Jan 2020 - Jan 2023

  Senior PMO Lead

  Double responsibility within the EMEA Finance Project Leadership team:Project Portfolio PMO Lead:#I monitor and control a large project portfolio (25 work efforts, 18 project managers) to make sure they are in line with Citi’s PM standards in terms of project reporting, deadlines, tools, risk, issue and milestone management.#I coordinate with the programme managers the quarterly resource and capacity planning of my portfolio and the yearly investment request process. My day-to-day responsibility covers also the support of project phase closures, building up governance frameworks, as well as artifacts quality control to satisfy project audit requirements.#I advise and support initiative and programme managers in the daily management of project work to help track, monitor and communicate information, but I also make suggestion how to manage local people in order to build strong team cohesion and retain talents.#I ensured for 2 years a proper governance, standards and processes on a complex initiative, with multiple systems and processes involved (EMEA region: +60 senior stakeholders): SteerCo, OpCo organization and coordination, status reports and deck preparations, RAID log maintenance. Governance PMO:#I was strongly involved in the 2021/22 Project Management transformation initiative with the aim of standardization, process improvement and team effectiveness. Our achievements are the creation of a PMO service portfolio, roles and responsibilities definition, and template standardization.#I built up a portfolio dashboard with KPIs, a risk & control framework and participated in the creation of a quality phase gate review checklist according to Waterfall and Agile methodology.#I train and mentor regularly project managers on PM tools and processes to become operational quickly. Mas kaunti

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  KOSTAL Group

  Jan 2023 - now

  Senior IT PMO Lead

  # Build up the Project Management Office structure (PMO) of KOSTAL's IT department.# Work out project management standards, procedures, project & portfolio reporting, to senior management and stakeholders.# Define project control and governance.# Coordinate a junior PMO and the work of IT project managers.# Participate to the Project Management transformation programme as a PMO Stream Lead, working out PM/PMO improvement strategies for the EMEA region.