ASMADEY IBRAHIM

• Managed day-to-day operations within 19 person consists of finance , procurement and legal departments for GFM Services Bhd group of companies
• Instrumental in finalisation of FY 2021 financial audit as well as 4th quarter FY 2021 financial results announcement to Bursa of Malaysia.
• Enabled the holding company to declare FY 2021 interim dividend.
• Established periodical cashflow forecast to constantly monitor the groups' financial liquidity
• Implemented more effective method of analysis of financial statements against forecasts to prepare high-level variance analysis.
• Forecasted trends and recommended improvements based on financial risk analyses.
• Reduced process discrepancies through measured implementation of performance reporting and data systems.
• Maintained responsive organization with sustained revenue growth through industry forecast monitoring and deliberate financial planning.
• Monitored budget and revenue trends, compiling reports for company leadership to inform decision-making.
• Improved resource utilization with data management systems, reducing costs through strategic coordination and contract analysis.
• Assisted with recruiting, interviewing and hiring new department employees.

• Finalise, present and obtained the approval from Board of Trustee in respect Revised Budget Year 2021 post excess declaration and Year 2022 Budget.
• Provided assessment report the CEO in respect of current ERP system compatibility with the Foundation’s requirement and proposed ERP solutions which more attuned for NAMA. In addition to that, to automate current Finance Department work processes as to put efficient finance operations in place.
• Receiving and reviewing monthly reports provided by the accountant regarding works; overcoming all obstacles that the Foundation encounter and to find the proper solution for the problems that may encounter the progress of work from June 2021 till August 2021.

• Enhanced business plan & financial modelling for new business i.e. LNG business.
• Partnering with Executive Chairman and COO, and Business Development Team in respect translating new business cases into financial forecast.
• Working closely with Senior Management in securing financing for new business.
• Reconciliation of daily parking collection against settlement report derived from the internal company records.
• Managing the monthly payment processing to vendors.
• Supporting the company in respect of banking facility arrangements and finalisation of the said facilities.
• Year-end closing finalisation in respect to year 2020 group financial accounts.

• Improved the Monthly Management Account Closing from 2 months of backlog to current month.
• Implemented Contractor Master File payment tracker to keep track the vendor payment milestone as per the contract vs. actual payment made.
• Attended to Group the tax queries for year 2019 and Group Tax Estimate for year 2020.
• Ensure that SST Monthly Reporting is being filed to Malaysian Royal Custom Department.
• Performing weekly cash flow Forecast for the company.
• Cooperate with the Material Management Department for State Office Stock Take to address the issue of discrepancy between physical balance vs inventory system balance.

• Management of Investment in JV Company by ensure JV Project Cost is kept within the approved Master Investment Proposal & Component Investment Proposal budget.
• Project Cost Monitoring and Update – Implemented the enhancement of the progress claim certification reporting to enable proper tracking on JV Progress Claims against the Approve UIP/CIP/Budget Commitment.
• Provide Investment Quarterly Update report to TRXC Board of Directors on status update of TRXC investment in JV.
• Facilitate the review on JV’s business plan, total project cost, cost report, annual budget, equity injection forecast and input of JV Operations as ascertain any potential funding gap issue to enable mitigation action plan is being device to overcome TRX’s capital injection funding gap.

• Receivables Management – reducing delinquent receivables at 6 months & above, which was 70% from total receivables FYE 2017, down to 45% remaining delinquent receivables by end of February 2018.
• Finance automation – contributed to the ERP i.e. Oracle Netsuite system initial set up parameters

Leading OLIO Group Finance Function Transformation;

• Receivables Management – reducing delinquent receivables at 4 months & above, which is 80% from total receivables FYE 2015, down to only 30% remaining delinquent receivables by June 2016
• Cash Management – driving full automation on cash disbursements from manual cheques to complete electronic banking as well as establishing interface between ERP system vs Internet Banking Platform
• Financial Reporting – established and drive the discipline on financial monthly closing, and consolidation of group financial reporting statement presentation to OLIO Board of Directors
• Financial Planning & Analysis – Establishing Cashflow forecast to simulate various scenarios concerning the well-being of the company
• Taxation - Reduction of MYR 800k on tax additions, down from original MYR 1.0 million claim by IRB to MYR 200k, after providing enough evidence and justification for the counter claim to IRB
• Project Costing – establishing project costing sheets for Business Units for project budgeting and quotations

• Coordinating the cash movement for excess cash / cash draw down current account facility with HQ Central Treasury Paris, with the average cash movement at USD 3 million per month in total for both entities.
• Cessation of local cash borrowings for Arkema Coating Resin Pasir Gudang with its local banks and increase the current account utilisation with HQ Central Treasury Paris for its immediate working capital needs, in which used to reach at USD 4 million as at March 31, 2015.
• Establish FOREX trading line with Citibank and BNP Paribas, each bank at nominal limit of USD 20 million, to cater for ATSB’s hedging operations.
• Minimising further potential loss of USD 50k per month on gain/loss FOREX transactions, with the implementation of hedging operations on FOREX exposures for both entities, in the environment of rapid depreciation on MYR against USD since August 2014.
• Key member of SAP FICO Treasury Module implementation for the company during user requirement study stage and BPO of the Treasury Function

Met the challenge of reducing inventory holding level at halfway with the decrease of GBP 2.5 million on overall inventory holding level down to GBP 11.5 million as at June 30, 2012, with action plans executed rigorously as per below, i.e.:

• Pushing on improvements regarding supply chain management policies on reorder level and reorder lead time, as well as delaying the POLS delivery, with target to order as per need and burning down the existing stocks.
• Putting SLA in place to vendors, enforcing on receiving upon completed shipsets delivery only, and to reject incomplete sets as to avoid piling of parts for incomplete shipsets.
• Extensive housekeeping on WIP work orders, by determining work order ageing, and clear up the long outstanding ones, once the root cause issue is identified and the work order agreed for settlement
• Work closely with the Receiving team at customer’s end, on reducing shipment arrival vs receiving period from 5 working days to 2 workings days for execution of good receive upon shipment arrival.
• Reduced inventory discrepancy information at physical count result vs system generated inventory report, from 5% to less than 1% on total inventory holding, with the avoidance of potential stock write off up to GBP 200k every quarter. This was achieved through ensuring any stock movement outstanding is to be cleared 2 working days before physical count begins.

• Established new marketing kit, i.e. potential customer information data base, potential market area, brochures, and company profile.
• Work closely with the Senior Finance Manager to retire the existing banking facilities with unfavourable terms and securing new banking facilities with better terms for the company, in view of calling back the cash reserves kept at the existing bank as collaterals, for immediate cash flow needs. Total value of new banking facility secured is at MYR 12.0 million, which consists of MYR 4.0 million on trade line, MYR 6 million of overdraft, and RM 2.0 million on other financing facility, with collateral required at MYR 1.5 million.
• Met the challenge to open new markets and replicate the business model in Kerteh, for the company, with capture of the long-term business contract with PETRONAS-owned shipyard in Johore, after only less than 6 months assuming this position, with no KPI set, and no background on business development. This contract happens to be the life-line for the company, after losing its bid to renew crane service contract in Kerteh back in June 2010.

Lead and managed full spectrum of finance function, directed general finance, controllership and accounting and consolidation of group accounts for chemical trader for O&G company, a subsidiary of Daya Material Berhad (30+ employees).

• Establish the finance function for the company; develop business processes and controls for each function, i.e. Payable to Pay, Sales to Cash, and Book to Report. Consolidation of financial results from 4 other subsidiaries for presentation of monthly, and quarterly reporting to management and holding company. Presentation of financial results at Monthly Group Management Committee Meetings.
• Automation of business processes for purchasing and sales activities and payroll functions via the implementation of ERP system and also automation for payment process through online cash management.
• Reduction of MYR 1.7 million on tax additions, down from original MYR 2.0 million claim by IRB to MYR 300k, after providing sufficient evidence and justification for the counter claim to IRB.
• Part of the team that acquired the ISO 9001 certification on scope for the delivery of bulk chemicals in year 2008.
• Point of contact during the due diligence exercise relating to the acquisition of the Daya Secadyme by Daya Materials back in year 2007. Was also again a key person during the due diligence exercise for DMB group moved from ACE board to Mainboard in KLSE.
• Securing various banking facilities totalling up to MYR 50 million various financing requirement on the company’s expanding operations.

Consumer credit provider with revenue of MYR 80.0 million per annum, over 20 branches, and 100 employees all over Malaysia

Head of Disbursement June 2004 to May 2005
Accountant June 2003 to June 2004
Manager, Finance Jan 2002 to May 2003
Asst. Manager, Finance Jul 2001 to Dec 2001

Constant progress made in the finance department with significant task, projects, assignment given, with target met and handled 12 Subordinates.
Business Process Improvements via Existing ERP Improvement Project and Implementation of New ERP Automation of payable, bank reconciliation, incoming cash process postings, with integration of subsidiary ledger modules to GL, with paradigm shift of focusing on data integrity and authorisations.
• Documentation of new business process and eventual being recognise as part of Companies SOP
• Involvement on the new financing project for the company – Asset Back Securitisation (ABS)
• Business Turnaround Planning;
One of the integral team members for Business Turnaround plan, assisting in the preparation of various projections and business plans for company turnaround proposals to all the lenders

1) ERP Implementation Executive, KHR Information Solutions Sdn Bhd (June 11, 2000 – June 30, 2001)
• Implementation of ERP systems for various SME’s, via upgrading IT infra., ERP installation, coaching, business process documentation advise, and post implementation support.
• Consulting services via monthly accounting bookkeeping for various SME’s.
• Provide support to Financial Audit Team during the fiscal year end statutory financial audit.


2) Accounts Associate, Crossworld Management Sdn Bhd (February 2, 2000 to June 10, 2000)

• Implementation of small ERP systems for various SME’s, via upgrading IT infra., ERP installation, coaching, business process documentation advises, and post implementation support.
• Accounting bookkeeping and Tax Computation for various SME’s that outsource their preparation of management accounts for statutory compliance purposes.