John Els

• Leading a team of three Business Controllers; one Financial Analyst; and an Undergraduate; responsible for Controlling; Financial Planning; and Analysis of the Direct Fleet Channel's commercial and financial performance
• Championing governance and compliance, underpinned by commercial acumen and a drive for continuous improvement through effective business partnering
• Part of the Risk & Controlling Senior Leadership Team – reporting to the Risk & Controlling Director
• Controlling Business Partner to the Direct Fleet sub-channel directors (Fleet Sales; MAN FS; Mobility Services), constructively challenging business performance and strategy where appropriate
• Initiated and successfully delivered the Fleet Business Partner strategy with focus on delivering standardisation; accountability; transparency; and compliance through a partnership approach
• Driving profitability and volume aspirations through the introduction of Commercial and Financial reviews across Fleet sub-channels to assess and steer performance against agreed KPIs
• Lead for an enterprise-wide project, aimed at enabling cross-functional collaboration to agree; define; and map Fleet commercial offerings identified as not having adequate process or robust control
• Integration of locally and FSAG agreed authorisation matrices within specifically developed automated solutions
• Improved collaboration with cross-functional back and front office teams to identify and address business challenges, develop innovative solutions and achieve organisational goals
• Increased the quality of reporting, with the introduction of Management Packs and clear reporting on KPIs
• Developed relationships with key stakeholders both locally and in FSAG

• 3 Direct Reports
• Part of the South East Senior Leadership Team – reporting to South East Dealer Director
• Influence; design and implementation of regional RSM-S strategy: design structure & control of Services Sales
• Development of statistical driven data such as CRM & financial reports to drive performance and regional Service Sales objectives
• Partner 6 Workshop Service Managers across South East region directing business initiatives to increase customer profitability and local efficiencies
• Financial and analytical approach to Services Sales; controlling commercial and financial objectives
• Lead change management– cultural and operational changes within Regional Services Sales
• Implementing reporting tools, prioritising use of CRM
• Manage contract portfolio of circa 3,000 maintenance contracts with an annual revenue of circa £15m
• Accurate presentation of statistics and performance to board level
• Leading profit centre; and department annual budget c £0.5m
• Introduction of reporting and review frameworks to emphasise staff/departmental accountability and productivity through KPI's and targets

• 11 Direct Reports
• Address inefficiencies by implementing improved financial and non-financial processes:

o Cash sale integration project – ensuring a more efficient process between a workshop's cash sale process and related IT systems

o Aged queries – targets set for Regional Business Controllers to resolve customer queries on invoices

o Daily payment reports published via intranet

o Suspension of parts and services for non-paying customers to retrieve overdue debt

• Implement and oversee EU Chassis production VAT Project:

o Liaise with New Sales Director to implement monitoring processes

o Overview of VAT submission by external accountancy firm in Hungary

• Cash forecasting; target setting and trend analysis: cash and departmental control
• Specific accounting provisions journal postings
• Initiate the scope of Credit Manager's remit to include being business support for:
• Quarterly meetings with Dealer Directors and Service Managers in regions: South West; South East, North and Scotland
• Monthly meetings with General Managers of centralised business areas: Truck Rental; Contracts; Telematics

o Support business areas in making commercial decisions

o Address shortfalls in agreed service level agreements and expectations

o Address any process or procedural issues

• Set and address shortfalls in KPI's: overall team and individual staff objectives
• Manage all internal and external audits relative to Accounts Receivable

• Finance Business Partner – HQ support departments – Finance & Business Control:

o Learning and Development

o Process Improvement

o ISIT (Operations, Development & Network First)

• Implementation, training and management of an electronic Capex submission process across network
• Investment appraisal
• Coordination of company-wide investments
• Maintaining fixed assets; deprecation and related journal postings

• Preparation of Management Accounts; annual budgets; commentary; forecasts
• Implementation of IT stock account and revising IT ordering process (reducing turnaround time on processing and issuing of IT equipment)
• Preparation of balance sheet reconciliations
• Posting accruals and prepayments