Islem MAKOUF

• Overseeing critical bids (above 1bn €) for the NAM Region
• Challenged and supported tender team in the development of financially strong, and commercial robust solutions
• Participated and influenced negotiations
• Led the tax guidance and ensuring that the experts are considered with the financial strategy for the tender
• Developed the forex strategy in partnership with Treasury Department
• Challenged and validated capex budget
• Participated in make or buy process
• Evaluated Contract Price Adjustment (CPA) formula proposed in the tender

Formosa II 600M€ and Greater Chang Hua- 1 bn€

• Teamed with CPM in the preparation of monthly forecast
• Controlled and monitored costs of installation work
• Interfaced with stakeholders to secure project liquidity and hedging positions
• Conducted and implemented costing of contract amendment, variation orders and claims
• Evaluated risk assessment and calculated financial risks
• Collaborated with CFO on compliance topics (internal control, external audit)
• Liaised with Tax Department to advise the project team on Taiwan Tax regulation (withholding tax, stamp duty, deemed profit methodology, custom duties)

The APAC Region is composed of 4 countries (South Korea, Malaysia, China, and Thailand) with a total volume of around 1 bn€ and expertise in turnkey projects and signaling solutions

APAC Region Controller - Orders > 1 bn€

• Analyzed Financial KPIs for the Region and identified Risk and Opportunities
• Reviewed and challenged project portfolio profitably
• Secured savings in partnership with procurement department
• Trained and supervised 4 Senior Project Controllers

Lead Project Controller for Taipei Circular Line - 240 M€

The TCL phase 1 project is a turnkey project, including rolling stock, infrastructures (PSD, Depot Equipment, Track, AFC) and signaling solutions (ATS, CBTC and IXL)

• Performed Business Review preparation for Area Managers
• Conducted costs impact analysis of EoT
• Reviewed and negotiated claims from 3rd party supplier
• Led monthly invoicing meeting with Client and aligned targets internally with stakeholders

First Tram in the U.A.E, the Dubai Tram was inaugurated in 2014: turnkey project including rolling stocking and APS solution (energization from the ground). The project was innovative by its technology and complex by its interfaces (8 countries to coordinate)

• Teamed with Export Finance Department to secure project re-financing
• Prepared financial communication pack for steering committee
• Performed diagnosis on project financial performance and developed operational action plans
• Collaborated with internal stakeholders to propose saving and risk mitigation plans
• Optimized the project cash flow and sales situations (develop a strategy to improve the project cash curve)
• Supervised 1 Junior Controller

April 2010-August 2011: Alstom Transport - Tunis

Tunis Electrification Project Controller - 30 M€

• Reviewed and analyzed costs, contingencies, estimate to complete in conjunction with the PM
• Prepared business financial reporting (monthly project review/sector project review)
• Produced financial costing of EoT for claim purpose
• Reported and Analyzed Tunis branch KPIs

Sept. 2009- March 2010: Alstom Energy - Kuala Lumpur

APAC Financial Analyst

• Prepared harmonized reporting tools for 11 countries within APAC (monthly, forecast and budget)
• Monitored monthly region KPIs (gap vs. budget)
• Conducted business review
• Analyzed sales, cash flow, contract margin by project and by countries
• Coordinated budget process with business units
• Set up action plan with business units to mitigate gap vs. budget (based on bridge analysis)

March 2009- August 2009 Alstom Energy - Paris

Steam Turbines Business Controller (portfolio 100 M€)

• Reviewed projects with project managers: revenues, cost at completion, margin and cash flow forecast (10 projects)
• Managed site provision (guaranties, risk, and loss on contract)
• Implemented and improved procedures and processes (standardized project portfolio reporting, monthly closing check list, hand over procedure on tools and project for next joiner)

• Analyzed European aircraft companies balance sheet and P&L (internal credit rating)
• Prepared credit reports and presented to credit committee (base of GO/NO GO decision)