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Hamza Rehman ACCA
I am a chartered accountant with a global track record of leading Financial Planning, Business
Analysis & Business intelligence teams to help organizations identify & capitalize on
opportunities to deliver enhanced financial & operational performance. I have extensive
experience in embedding analytics and reporting across the organization and extracting
business insights to increase sales conversion, reduce client churn, increase operational
efficiency and guide strategic planning, forecasts, feasibility analysis, capital budgeting and cost
reduction initiatives. My skill set includes:
Business planning, Financial analysis, Financial modelling, Forecasting, Budgeting,
Investment appraisal, Strategic Planning
Developing, assessing and re-engineering business & performance measurement
processes to aid value addition
Presenting and anchoring proposals to senior management for approval and alignment
Defining, evaluating financial and operational KPI frameworks and related monitoring
and control mechanisms enhancing governance & control
Association of Certified Chartered Accountants (ACCA UK)
Highest score holder globally in Management Information Systems
Highest score holder UK in both Financial Reporting & Management Reporting
St. Mary’s Academy - University of Cambridge GCE A level 4 A’s - (Overall 95%)
St. Mary’s Academy - University of Cambridge GCE O level 7 A’s - (Overall 93%)
Feb 2013 – To date
Aug 2008 – Feb 2013
Major Projects &
Financial Modeling & Analysis Lead– Telenor Group (Headquartered in Norway, Telenor is
largest global Telecom operator)
Responsible for providing analysis and insights into ongoing performance and proposed
investments to support senior management decision making by leading the design &
development of business cases including modeling the planned outlay and return profile,
challenging and validating assumptions, performing sensitivity & risk assessments, monitoring
benefit realization and presenting & defending proposals in relevant management committees.
Manager Financial Planning and Business Analysis – MTBC (A USA based, Deloitte Fast
As part of the management team I supported and challenged senior management in the
strategic planning process, owned the long range planning and the annual forecasting &
budgeting process and the quarterly and monthly performance assessment & reviews in
coordination with department heads. Also enabled continuous operational excellence through
weekly and daily monitoring, analysis and reporting of day to day operations and dialogue with
process owners to ensure all units are on track to the achievement of the organizational
financial & operational targets.
Created and maintained the 5 year long range plan to ensure that the strategic goals are
attainable and supported by the operational and financial plans, got input and buy-in
from all department heads involved in the value chain including strategy, sales &
marketing, customer support, Operations, IT, Treasury & financial operations and R&D. Also
supported senior management strategic decision making by providing analysis of past
performance trends, identifying areas where change is required to meet targets and
modelling business value drivers and environmental assumptions to facilitate on the fly
what-if analysis and sensitivity analysis of the long range plan. As a result provided
key inputs towards defining both the targets and adjusting the related execution plans e.g.
I identified that the 5 year revenue targets were not achievable without suitable M&A and
helped overcome the middle managements resistance to the acquisition focused strategy
and later helped senior management realize that the proposed M&A plan was too
aggressive for existing operations to absorb without significant expansion of capacity, also
highlighted the pressing need to reduce both organic and acquired client churn (much to
the surprise of the process owners) and how halving the ramp-up time for new clients
would contribute towards the revenue targets while easing some pressure off of sales and
support teams and how sales needed to move away from our traditional small client profile
and towards larger enterprises to sustain growth
As owner of the annual forecasting and budgeting process I was responsible for getting
and consolidating the input from the various department heads and ensuring that they
are aligned with the high level strategic targets and the long range plan. Also oversaw the
resulting quarterly and monthly performance reviews including the presentation of
analysis and commentary of any variances between actual and planned results and
assisting department heads in formulating updated targets for the rolling forecast making
up for any shortfalls and incorporating any updated assumptions. Over my tenure, the time
and effort spent on the administrative part of the process fell by 50% and average monthly
variances fell from 25% to just 5%.
To augment the standard planning and reporting processes and instil a culture of
continuous improvement and operational excellence senior management wanted to adopt a
balanced scorecard approach to performance management and I was appointed the
strategic and operational owner of the initiative (The COO being the strategic sponsor).
I lead and guided the management team in defining the key business drivers underlying
the strategy and linking each driver to its supporting KPI’s which were cascaded down
from the strategic level to the department, unit & operational levels; grouped into
financial, customer centricity, healthcare practice operational efficiency and sales
& marketing KPIs. I ensured that each driver had both leading and lagging KPIs so that
red flags are raised before performance suffers, and facilitated analysis of past trends and
modelled the links with the long range plan needed to finalize the measurement basis,
reporting interval, acceptable performance level thresholds and escalation paths and then
coordinated closely with the IT teams for the implementation of hierarchical real-time
dashboards where each user, from the CCO down to billing staff, can see a snapshot of
the KPIs relevant to them as well as the performance of their direct reports, automatically
highlighting areas which need attention. This ensured that all stakeholders are on-board
towards the achievement of the new strategic targets and that all departments and
processes are aligned with the strategic plan and that any deviations are duly identified
and control actions taken at the source. This also helped more constructive planning during
the week start and day start management meetings.
As owner of the Management Information Systems (MIS) lead the initiative to replace the 3
disparate and often conflicting MIS’ (used by the healthcare providers & hospital
administrators, by operational staff and by the Finance Business Partner & analysts team)
with a new Business Intelligence module to reduce the time and effort spent in compiling
and reporting data and increase the consistency, accuracy and reliability of reported
information. The new module made use of data visualizations, customizable views, dynamic
drill downs, slices and filters to facilitate more actionable and on the fly analysis and
insights and allowed hospital & company staff to get the information they needed without
having to approach database developers and analysts. Not only did it reduce the time
needed to act on information but virtually eliminated the need to prepare the manual
month end reporting packages – reducing 3 days’ worth of work to just 30 seconds.
Responsible for financial & operational modelling to assist decision making including
contribution margin analysis (which helped identify the smallest client size we could take
on profitably), insurance and patient payments forecasting models to help cash flow
planning, models for assessing the impact of alternative pricing policies, client churn
prediction models to identify ‘at risk’ clients (based on operational trends, customer
interactions, AR behaviour, product usage trends etc.), design of alternative ‘patient
discounted payment plans’, ‘credit assessments’ and alternative reminder frequencies to
help reduce outstanding patient dues, predictive patient visit models to proactively
identify and reach out to patients to increase patient visits and hence revenue, models for
reducing the cost and increasing the return on patient and paper billing etc.
Automated manual reconciliation and reporting processes in the Finance department using
VBA based Macros reducing hours of work to just a click of a button increasing both
accuracy and efficiency of the processes.
The ADAM project was a USD 70 Million transformation project which was not getting
traction in the business units. I was assigned the task of assessing and if found viable
subsequently promoting its feasibility to help the project approval. I lead the background
& scoping investigation, aligned with both strategic and operational stakeholders to
understand their priorities and get their buy in, challenged, investigated and improved the
business case methodology and assumptions such as impact on Time to market, capex,
opex, personnel, vendor rate cards, growth & inflation rates, operational efficiencies and
ramp up, tax etc. and defined 3 alternative scenarios for the proposal, performed a
sensitivity analysis of the NPV to the major assumptions and risk analysis, and after
conducting validation workshops with the affected teams I anchored with and presented the
final proposal to management and successfully secured the approval to advance the project
to the next stage.
The feedback from the 360 review was “had it not been for Hamza the project would not be
moving ahead” and the Head of Program portfolio specifically requested that I assist with
his future programs too.
Successfully lead the international project for introducing Activity Based Costing & cost
visibility best practice within the organizations of Telenor Norway, Hungary, Bangladesh &
Myanmar and assisted in the projects for Telenor Pakistan & Thailand. This involved
managing strict deadlines and resource constraints and working closely with and
coordinating stakeholders across the organization ranging functionally from Finance to
Sourcing to IT and hierarchically from CFOs/CTOs to line employees.
As a result of the successful implementation each business unit got visibility into its cost
drivers and the ability to perform detailed bottom up budgeting, variance analysis and
modeling while reducing the time and effort needed from 3 weeks to just 1 day.
As part of the acquisition team, helped in profiling acquisition targets, was involved in
the financial and operational due diligence reviews, lead the creation of the post-
acquisition operational & financial models to aid the acquisition decisions and valuation
negotiations, lead the creation and execution of the transition plans ensuring the
successful integration of these ventures. Concluded three acquisitions during my tenure
resulting in growth of the revenue base by over 60%.
Successfully led efforts to retain some of the largest clients contributing to over 15% of
the overall revenue of the company, which were on the verge of leaving. This involved
the negotiation, structuring, and execution of their financial and operational turnaround. I
met with the clients management, established realistic operational KPI’s and revenue
targets based on operational and financial analysis and ensured that all deliverables were
met on time and to the clients’ satisfaction regaining their trust and ultimately their
continued relation with the company – making them some of our best promoters.
Relevant Skills &
Hobbies and Interests
Leadership Skills: Have lead teams of various sizes ranging from just 5 members to the
management of a department of 25 highly skilled individuals from some of the top universities.
Presentation Skills: Have plenty of experience presenting to various levels of management
ranging from line management to senior board level executives including external parties such
as investors and clients.
Interpersonal Skills: The various job responsibilities have required interaction with personnel
across cultures and at all levels of the organizational hierarchy as well as with clients both at an
individual level and as part of various teams.
IT Skills: Proficient in MS Office Programs, especially MS Excel and the use of Macros/VBA
automation/Active X and Form controls/MS query. Experience of, VBA, VB 6, C#/VB.Net, C++
and the use of SQL for querying and manipulating data & models.
Hobbyist Programmer, Leisure Reading
To be provided on demand