Lyonnel Kounkou Mounte

– Define global core model process guidelines in the respective field together with the Global Process Owner (GPO) by observing legal and group requirements (incl. internal controls, compliance and value flow checks), based on established Global Enterprise Transformation design – Support the global service delivery strategy, by ensuring core model activity split between Local Platform and Global Business Services (GBS), the enabling technology standards and the functional process design – Initiate and drive the changes, projects and promote innovation via enabling technologies and coordinate end to end processes with other GPOs/functions. – Support the global GPO Expert Network in the area of responsibility. – Responsible for the preparation of decision memo for respective CODIR. – Responsible for the global coordination of enabling technology (e.g. Accounting Justification, Journal Entry workflow, Closing Cockpit, MDG) – Build-up and maintenance of templates and worldwide roll-out – Perform KPI reporting and challenge processes in Legal Entities (LE) / Reporting Unit (RU), assist changing processes – Support international SAP implementation projects and regional roll-out of GBS processes

– Budget monitoring, commitments, and end-of-project forecasting. – In coordination with the purchasing and subcontracting teams (purchasing plan, monitoring of amendments and claims). – Monitoring of risks and opportunities and managing budget variances (alerts to project management, analysis, contingency management, and action plans). – Managing the "Change Order" process impacting the project's operating budget with a view to minimizing the Total Cost of Ownership (project owner's perspective). – Preparing project cash flow forecasts. – Financial reporting for the public funder and private partners. – Production of financial statements according to the standards defined by aid contracts for expenditures eligible for public aid. – Organization of documentation for expenditures eligible for public aid. – Purchasing documentation, accounts payable, general accounting, treasury, and personnel costs. – Production of financial statements and support for re-invoicing within the framework of the joint venture. – Contributing to the implementation of SAP S4 Hana Project System modules.

– Finance business partnering / Business Controlling – Communication with business leaders on regular basis to give financial visibility for their line of business and collect inputs to use relevant information for financial reporting & planning exercise. – Closing & Reporting – Estimate topline and other key KPI's for Planning, Budgeting, Financial close in coordination with business leaders, – Input data in SAP for actuals, forecast & budget, – Organise meetings with business leaders and lead the meetings to anticipate various financial activities, – Follow up post close corrections in the financial system and make sure actions are taken by the stakeholders, – Data analysis / data reconciliation. – Management account Reporting (opex/capex/cash Flow Forecast) – Variance analysis against budget, prior year & forecast, – Analysis and reporting of current month and prior months movements in P&L, – Present financial performance to business leaders and support as needed to make sure that business performance is understood through financial performance.

– Turnover of $1.7 Billion, 4 oil & gas Assets. – Supervision and monitoring of monthly month end close process and reconciliation of figures. – Accounting and financial monitoring by permit (P&L, Balance Sheet) Preparation of cash flow, outlook/ forecast, actual cost review – Preparation and presentation of the 5-year plan to the Leadership Team. – Construction and analysis of the dashboard. Monthly analysis of results with operations and the reporting manager and variance analysis and provide comment for variance over/under agreed threshold. – Analysis of the balance sheet and commentary on changes. – Management of the budget process and finalization and presentation at the Executive Committee and regional levels. – Analysis of key performance indicators (KPIs). Focal point for internal Sox audits, financial audits, and tax authority controls. – Lead the digitalization of finance/IT processes and implementation of new IT tools for activity monitoring. – Supervision of Opex and Capex controllers. Review of tax and social security declarations. – Review with the Tax Manager and Pwc consultancy.

– Turnover :900 Millions de Opex 250 Millions, Capex 300 Millions – Monthly closing coordination – Preparation and analysis of P&L (cash flow forecast, budget) Reporting (Opex Report, Capex Report, and Management account report). – Restructuring of administrative and operational cost centers and their allocation to reflect the business structure process. – Preparation of presentations of management and technical committee files. – Anticipating deviations and risk mitigation actions with the Operations Director and Project Director. – Implementation of an opex optimization policy resulting to a 20% cost saving. – Preparation of financial statements for management and technical committees.

– P&I Financial planning. – Management of unbilled work orders Cost control of expenses for the Hydraulic Workover and Cementation product and service lines. – Review and monitoring of cash advances for professional assignments. – Reconciliation of balance sheet accounts Profitability analysis of investments. – Provisions for PSL, HWO, and Cementation. – SOX control performance. – Preparation of year-end provisions General accounting.

– Weekly Project Status Reporting (PSR) for a major project, approximately $60 million, Enigrid, over 3 years. – Monitoring of approximately 20 small projects (routine jobs). – Achieved target for actual costs of the Enigrid project and optimal margin rate for rebilling to the contractor. – Creation of WBS. Monitoring of ETCs. – Liaison with the project manager to collect commitments outside of SAP before adjustment. – Monitoring of weekly overruns and communication with the project manager on actions to be taken. – Validation of Service Entry Sheets on SAP. Actual Cost Analysis vs. – Budget Analysis of actual hours vs. budget hours. – Monitoring of rebilling based on milestones. Weekly monitoring of actual vs. budget vs. milestone costs and actions to limit budget overruns. – Budget preparation and project management based on contractual constraints. – Weekly cost & cash flow forecasting of projects and reporting to headquarters. – Working capital optimization following activity analysis and creation of a Credit Controller position. – Change management