Business case
Group Director Accounting, Treasury & Tax
Industrial products
SCENARIO
Our Client is a leading industrial Group specializing in maritime and port logistics, recently acquired by a global investment manager. The company operates through 5 multipurpose port terminals, delivering integrated solutions from cargo handling to warehousing services.
Following the acquisition, new shareholders were strategically investing in leadership talent to strengthen the organization and accelerate growth. The newly appointed CEO, in close cohesion with the PE Fund Partners, prioritized building a world-class management team capable of driving successful transformation.
As finance played a key role within the Group, the arrival of a new CFO was considered pivotal to establish a strong team; in parallel, the onboarding of the new Group Director Accounting, Treasury and Tax was the first step in this direction.
CHALLENGE
This role presented exceptional complexity, encompassing:
- Comprehensive financial oversight: Accounting, processes, controls, and audits
- Treasury management: Cash flow optimization and risk management
- Tax compliance: Multi-jurisdictional tax strategy and reporting
The Group Director Accounting Treasury and Tax (GDA) had to be accountable for the integrity of the financial information throughout the Group, thanks to the improvement and maintenance of an effective control environment, rooted on integrity of data.
All in all, the position demanded both partnering and leadership on one side, and strong technical excellence on the other, in enhancing performance profitability and value creation, as well as encouraging continual improvement, while working alongside the new CFO.
STRATEGY
Our search was aimed at identifying target senior profiles, in diversified and international industrial contexts, with proven track and confidence to run the role with an American-style culture, across stringent deadlines, data integrity and control mindset although in the accounting space.
The target profile requirements also included: 1) Distinctive experience in building financial environment from an immature state to best-in-class; 2) Process implementation and improvement, with transformational leadership in upskilling and professionalising the finance function; 3) Exposure to C-level executives and the PE Fund, across all complexities, while contributing to problem solving.
RESULTS
Given the sophistication required by the role, a significant emphasis was placed on assessing the candidate’s soft skills, with a particular focus on emotional intelligence, leadership and determination, ability to make an impact, and quick decision-making.
From a consistent short list, two candidates immediately positioned as best in class, and the Client quickly progressed further.