Temitope Ogunwale

Work History

Pladis Global

03.2021 - Current

Discovered a major fraud (approx
300m+) of raw materials ongoing for more than three years within 2 months of joining the business
Realign the inventory control process within four months along with the global best practices for inventory management systems
Review and redesign the warehouse operations, to align with inventory management standard practices
Reconcile GL balances of inventory/payables and deliver schedule Day2 of reporting
Review BOM, Gross Loss, Net Loss, Waste Ingredient, Waste Packaging Material balances report of production Shopfloor
Support Supply Chain to deliver KPI’s by providing data reporting to avert material risks
Ensure correct statutory deductions of tax on invoices
Fully reconciled historical outstanding reconciliations of suppliers and intercompany accounts within 3 months
Deliver and reconcile cycle count report of more than 2000 lines of Finished Goods, Production Shopfloor, raw materials, and Packaging materials, intercompany within 24 hours after Count.

Suntory Beverages and Foods Nigeria Limited

Lagos

12.2016 - 05.2018

Lead the Transition Service Agreement strategies for partners' enrollment into the new business and reconciliation
Streamlined processes to reduce company's overdue debt from N1.7bn in Oct ‘17 to N846k in Dec ‘17, and days sales outstanding from 72 days to 39 days to close Dec ‘17
Establish new Policies and Procedures for Credit Management and Account receivable processes for the new business (Suntory Beverage and Food Nigeria Limited)
Successfully introduces new reporting templates to the new business to build credit and revenue management strategies
Contributed to SBFN revenue generation of N13bn in 2016 FY, through debt recovery model, and partnering with the sales field staff, supply chain, marketing and being the face of the business with distributors
Trade visits and trade reconciliations helps to reduce and maintain bad debts from over 60 days to within 7 days
Maintain 100% reconciliation of Key accounts (Shoprite, Park and Shop and all HORECA) Channels
Automated staff floats budget reports, assigning champions to specific function areas, greatly improving the value-add of monthly reports across the organization
Manage a team of three, monitoring the three regions of the sales business channels
Build daily cash flow dashboard, which relates cash flow projections, payments plan, bank balances, inventory movements for working capital
Review all general ledger assigned for account receivables, and tie sub ledger to general ledger.

GlaxoSmithKline Nigeria Plc

Lagos

10.2012 - 11.2016

Active member of a project team, leading the transition service agreement project for Suntory and GlaxoSmithKline
Recipient of Award for Prompt Reconciliation of accounts (No Objection Certificate)
Supervised receivables for general trade, Modern Trade channel, Horeca and provide quick resolution of any reconciling items
Developed a junior colleague, who successfully took over my role as the AR Officer for GSK
Recovered 60% of aged debts over 399 days within 2 months of job schedule
Instrumental in the implementation of monthly reconciliation process for £12m in revenue annually
Collaborated with project team to successfully implement the new Route to Market Strategy for GSK Nigeria
Served as s financial partner to successfully registered/enrolled five (5) partners into the Bank financing model (Tripartite agreement)
Designed and executed recovery processes for five distributors with old inactive account, customers back to business with an increase of 15% trading within six months
Successfully recovered old and inactive customer's Debt of £1m, with credit control strategy
Leveraged visionary leadership to manage team of 2 in absence of team leader
Oversaw monthly AR closure (General ledger, working capital, provisions, and bad debts).

GlaxoSmithKline Nigeria Plc

Lagos

10.2008 - 09.2012

Coordinated Inventory count, reconcile and achieved reports status quo in just 24 for over 150-line items
99% achieved on variance of Inventory position in the warehouse vis a vis sub and general ledger
Generate stock report inventory valuation, sales analysis with complete accuracy
Step into the drinks and pharmaceutical inventory management and reconcile inventory position to 10% variance level, from 50% variance level in less than 2 months
Critically analyzed cost variances (Landed Costing) on imported goods as well as managing Purchase Price Variance
100% PAYE and Pension submission monthly
100% Error Free payroll recorded during this period
Timely computation and meeting SLA for payments
Strengthened the Human Manager Systems to help coordinate all Payroll adjustments successfully and administered over 1500 wages
Monthly closure of General ledger as it relates to Inventory and Payroll.

The Lacasera Company Plc

Lagos

Lead and Implement new sales automation process/practices starting with the Horeca channels for 30 field staffs within set timelines and budgets
Champion the start up Sales process and control business unit for The La Casera company Plc
Achieved 100% efficiency of controls within sales department and created strategy for preventing violations of internal policies guidelines
Work alongside the commercial director, to define quarterly objectives, standardize business reporting and create dashboards for sales field staffs which increased turnover numbers to three million cases monthly
Increased customer satisfaction from low level to 90%, and repeat business through relentless pursuit of resolutions to problems arising from Product or service, protecting company reputation and loyal client base
Recommends revisions to existing reports and built simplified reports to inform sales field staff, managers and leadership on historical results, current performance and expected future results
Collaborated cross-functionally with Districts, Logistics, Marketing, and other teams nationally to develop effective primary sales strategies and implement sales programs and priorities
Travel to sales districts on sales activities monitoring and training as required
Manage team of 10 Sales process and control officers across ten districts to prioritize urgent task, collect data and teach new skills to advance their capabilities.