Dana Gohill fcca professional Profile

A top performing Financial/Transformation Manager and PMO Lead with a demonstrable record of achievement. Wide range of experience principally within the global telecoms sector managing complex change programmes specialising in Shared Service, process standardisation and improvement for Group Reporting.. Combines high levels of financial acuity and commercial flair with exceptional planning and analysis skills to drive business efficiency. A very resourceful, results orientated individual, offering strong leadership and the ability to contribute both strategically and tactically at C level. Seeking a senior Business Transformation role with responsibility for improving all-round organisational performance.

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  Reported to the Senior Manager, Products & Services, and directly to the FD during a protracted leave of absence.
  
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  Full responsibility for developing the recharging model, for defining roles and reporting lines, driving transparency and accountability, and ensuring senior management received precise information on all costs for this major programme.
  
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  Managed a wide range of stakeholders, including Project Managers, the FP&A Team; Shared Services Team and HR.
  
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  Initiated and developed a new R HRmonthly reporting and forecasting system that unified all common sources of data and which replaced the previous offline analysis from spread-sheets that had led to misaligned reporting.
  
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  Successfully secured senior management approval for the completed Business Case which (after migration costs of €0.5m) would, over 5 years deliver savings of €30m (€5m in year one).
  

2014-2014: PMO Lead, Finance Migration Programme GlaxoSmithKline, London

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  Appointed to a newly created role at GSK’s global headquarters with responsibility for the Programme and Project Management of the Finance Migration Programme, reporting directly to the VP CBS Finance Transformation.
  
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  Developed the full suite of project management tools for managing the change control process. Key focus on facilitating a regional risk management process; testing and performance measurement and reporting procedures.
  
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  Promoted a culture of ‘challenge and support’ amongst stakeholders gaining ‘buy-in’ to achieve common goals.
  

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  Appointed to new role with responsibility for the design and alignment of P&L reporting frameworks of legal entities in India (2 call centres: 1 domestic & 1 international), Egypt and Hungary, liaising directly with local CFOs/FDs. 12 months in post.
  
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  Member of senior team managing post acquisition integration of Cable & Wireless.
  

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  Responsible for ensuring all SSCs in India (2 locations: Pune & Ahmedabad), Hungary (Budapest) and Egypt (Cairo), together employing 10,000 across all SSCs, are aligned to Group governance structure.
  
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  Key focus on the design and implementation of uniform procedures/processes for use by all SSCs to standardise and improve controls on the procurement and purchasing of high-value CAPEX and OPEX equipment.
  
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  Successfully introduced and implemented SSO monthly reporting and closure processes.
  
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  Integrated Vodafone India Services Private Limited (VISPL) within Group reporting and planning processes, transitioning VISPL from the Hyperion financial system to EPM.
  

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  Undertook extensive travel to India to drive effective regional reporting from 3 Vodafone plc majority owned businesses (Vodafone Essar ltd, Tower Co and Domestic Shared Services) delivering £4bn revenue (150m customers).
  
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  Interfaced with Vodafone’s Chinese JV Partner to safeguard Vodafone’s 3.2% holding (annual dividend of c £1.5m)
  
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  Assisted the Group M&A team on Indian and China related projects.
  
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  Delivered significant improvements to Indian OPCO’s operation/financial performance, transforming legacy systems.
  

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  Responsible for the development, implementation and maintenance of the reporting framework for Global Marketing (main focus on European markets) including GM budgets, GM Scorecards and KPI reporting.