Dean Butler

Major Middle-East/North Africa – Major regional player in Shopping Mall/Mixed-Use Development and Asset Management, Retail (Carrefour), Leisure/Entertainment (Ski Dubai). and, Financial Services
Group Total Sales €3.0 Bio.

VP Finance of MAF Ventures Sales = 200 M€ (based in Dubai – U.A.E.)

Supervision of the Finance function with a specific task to elevate the level of Finance to international standards
as the company looks to grow and resort to new means of financing. Businesses are in Leisure/Entertainment, Financial Services, Fashion, and, Facilities Management.

• New business opportunities analysis
• Relationship with JV partners
• Current business capital plan reviews
• Consolidation of 7 businesses and performance analysis
• Budgeting/Forecast/Strategic Plan processes
• Relationship with external and internal Auditors

The company also seeks to develop additional businesses by capitalizing on the high population growth in the region and by leveraging on the footprint of the group.

Moved to Dubai (U.A.E.) following the merge of Gemplus and Axalto (#1 and # 2 leaders in Secure Digital Solutions)

Similar role to the Asia-Pacific - Regional Finance Director role but with a larger geographical area (Sales = 250 M€)

 Worked closely with the Strategy department to evaluate
business models (Telecoms/Banking/ID) and propose structural
changes to the organization to maximize ROS and future cash
generation in line with company long term plans:

o Review of distribution channels (direct of indirect
models), partnerships and JV’s for market penetration
o Review of manufacturing strategy with aim to improve
customer satisfaction (quality improvement, reduction of
lead times, supply chain rationalization, etc…)
o Evaluation of Services businesses to supplement the core
card business offer (software development, operated
services, packaging solutions, bundled offers)
o Provide guidance on pricing (outside of price list scope)

 Financial control of the company R & D and Marketing budgets
(93 M€)

 Implementation of KPI’s to monitor monthly performance
(profitability, growth trends, efficiency and productivity
measurements) of each business

 Preparation of the quarterly earnings releases for the CFO
for external reporting purposes

Sales €550 Mio. (Trade=€200 Mio. + I/C to China/USA/Mexico/Europe = €350 Mio.)

Staff under supervision: 55 people - China (25), Singapore (27), India (2), Japan (1)

- 13 major markets/ Reporting to Company CFO and Regional President / Asia = 1,000 people
- Role expansion from previous position with Asia-wide responsibility

Management of the Finance function (Accounting - Shared Services, Treasury, Credit Control, Tax, Cost Accounting, Business Line Finance, FP&A) in a high tech manufacturing environment

- Reporting to Corporate Controller and Regional Vice-President
- Finance, support functions consolidated in a regional service
center in Singapore
- All functions centralized in Regional HQ. Key account sales
people are localized in the markets
- Maintain relations with Auditors/Economic Development Board
(EDB) on Grants/Tax Incentives
- Streamlined the Finance department from 49 to 30 people in
2.5 years through focus on core activities, process
efficiency gains, and, system enhancements, savings €1Mio.
p.a.
- Virtually eliminated bad debt through implementation of a
financial risk function
- Consolidated the Singapore companies from 3 to 2
- Lead implementation of Sarbanes Oxley
- Singapore: 600 people; 300 in factory; 150 in R&D, remaining
in Sales and Support functions; Kuala Lumpur 45 people in
Service Center addressing banking business, + Sales personnel
in subsidiaries and branches

In charge of the company restructuring programs

- Reported to company CFO and VP HR
- Managed a restructuring budget of €80 Mio. with targeted
savings of €100 Mio.
- Evaluated worldwide site needs and proposed sites for
rationalization and exit-strategy
- Consolidated three major business units into two
- Implemented a worldwide costs/savings tracking for continuous
update of program progress (consolidation of
savings/efficiency programs and initiatives for management
overview and control –‘drive’ very important for accurate
reporting during time of corporate turmoil - tech crash)
- Communicated/consulted on SEC requirements for
qualification/estimation of restructuring costs

Overall financial responsibility of a security solutions and services driven business:

Sale €120 Mio, Finance staff of 10 people

- Reported to company CFO and dotted line to
VP E-Business/Global Services

- Supported the Division Head in decision making based on sales
performance (country, product, segment) productivity indexes,
and, cost-benefit analysis

- Lead a team to set-up a Project Accounting system to track
Service activity (costing) and measure profitability on
projects (development, integration, maintenance)

Sales 2000 €610 Mio. 05/99 –10/00

Managed a staff of 11 (4 site financial managers + extended staff, and, 7 staff members)

- Reported to company CFO and dotted line to VP EMEA
- Covered major markets:
U.K./France/Benelux/Scandinavia/Germany/Italy/Spain/Turkey,
etc…

- Accompanied 40% y-to-y growth and achieved profitability
improvement from 2 % to 7 % of sales

- Implemented formalized analysis of all new business deals
(pricing/credit terms/risk assessment)

- Formalized procedures and performed regular balance sheet
reviews to improve controls

Manufactures, trades, and, maintains elevators and escalators

Sales of €3 Bio. in Europe/ME/Africa

- Reported to Regional VP Financial Planning & Analysis (who
reported to Region CFO)
- Analyzed monthly results, monitored region profitability and
performed budget reviews
- Lead the ‘Balance Sheet review’ program for the countries
under scope
- Participated in all major acquisition analysis (major
activity for company)
- Built an integrated planning model for use by all controllers
(throughout region) thereby cutting the planning cycle time
by 2 weeks and improved quality and pertinence of output

Involved in all financial aspects of the day-to-day operation of the subsidiary in Switzerland Sales of €100 Mio., 400 employees – Finance staff of 6 in 2 subsidiaries

- Implemented the budget and forecast process – reduced the
process from 2 months to 3 weeks
- Successfully justified the investment in handheld devices to
be used by Service mechanics. Project was aimed at reducing
costs (improvement in efficiency) and increase ‘billable’
services
- Project Manager for CONSIST implementation - delivered on
time within 4 months
- Controlled and consolidated 4 Swiss subsidiaries on a US GAAP
basis

- Consolidated, analyzed, and, presented the monthly results to
Region management

- Managed the regional planning process (guidelines
preparation, target setting, validation of budgets,
consolidation and presentation to regional management)

- Liaised with the Corporate Finance team (based in the U.S.)
on all aspects of monthly/budget consolidation

- Maintained the financial reporting systems