Manolis Karydakis has over 25 years of finance experience, currently serving as Vice President of Finance for Delhaize Serbia Group. He manages a team of 165 employees and oversees 800 million Euros in annual revenue. Prior to this role, he held several director level finance positions in Greece and the Balkans, including positions at AB Vasilopoulos, OBI Hellas SA, and Sephora Marinopoulos. He has extensive experience in financial reporting, budgeting, cash management, and implementing strategic initiatives.

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Manolis Karydakis
10 Davaki Street
Pefki, Athens
Mobile: +30 6957 211940
Personal e-mail: mkarydakis@gmail.com
Profile:
Experienced Executive with exposure in Local & International Environments. Efficient & Effective Manager with focus
on creating added-value for Shareholders and determined to achieve any Assigned Mission.
Specialties
Strategic Planning, Reengineering Management, Exceptional Skills to Build Relationships with internal & external key
players, Leadership Skills, Negotiation Skills, Excellent Bank Relationships, Business-Partner mentality, Efficient
Cash Flow Management, Procurement Management, Project Management, Performance Metrics and KPIs, Tax
Management, IFRS Financial Statements, Organizational Planning, Solid Accounting Knowledge, Reporting Analysis
(Budgeting Forecasting)
Professional Experience:
Delhaize Serbia Group
Vice-President of Finance for Serbia, Bosnia and Montenegro Sep 2011 to date
 Functioning in an Executive Committee which provides the capacity to develop, implement and monitor an
overall Company Strategy, including Commercial, Real Estate, Operations, HR and M&A
 The Company’s Revenues amount to approximately Euros 800mio and Operating Profit of approximately Euros
35mio.
 Currently managing 165 employees in the Finance Department, with 5 direct reports
 Immediately after the acquisition of the Delhaize Serbia Group, (Aug 2011), implemented for 16 legal entities
across 5 countries, monthly reporting, budgeting, forecasting, performance management processes in line with
Delhaize Group, (DG), practices. This included the introduction of IFRS and DG Accounting policies, Purchase
Price Allocation and Opening Retained Earnings adjustments
 Responsible for the successful negotiations with the previous owner to finalize Escrow account arrangements as
well as out-of-court settlements for pre-acquisition litigation cases which led to significant savings for DG
 Successfully negotiated the sale of the Bosnian & Montenegrin subsidiaries at amounts much higher than what
were originally approved by DG
 Implemented from “scratch” an Indirect Procurement, (IP), Dept and established proper procedures for the
visibility in tenders, including the use of e-auctioning Aribas, (Aribas), both for capex and opex spend. The scope
of the IP Dept now exceeds Euros 100mio in Opex and Capex and realized savings to date, exceed more than
Euros 5mio
 Successfully introduced internal management reporting processes with performance measures and KPIs,
including:
 Sales KPIs, (transactions / basket / price per item)
 Gross Margin – suppliers’ / category profitability scorecards; developed performance metrics for Category
Management department in order to improve category / suppliers / product profitability. Cross-analysis
with service level, days of stock and payment terms
 Implemented a process of evaluating weekly suppliers’ promotions, (including sales uplift, promotional
discounts, suppliers’ contribution and marketing spend). As a result, Category Management was able to
negotiate and double suppliers’ contribution of promotional income for the weekly promotions.
 Introduced cost / benefit analyses for all projects over a certain threshold

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 Staff costs – productivity KPIs, (sales per working hour / FTE / sales area). Also, managed to reduce
Finance head count by 30% in the last 3 years
 Utilities / Rent KPIs – as a result, electricity savings were achieved due to the introduction of energy
savings’ projects as well as successful rent renegotiations for rented stores
 Free Cash Flow – monthly tracking of Accounts Receivable / Payable / Inventories.
 Store profitability reports – implementation of clustering and benchmarking across similar stores resulted
in a significant reduction of loss making stores; in 2012, 29 loss making stores amounted to an EBITDA of
Euros -1.7mio and end of 2015, loss making stores were 19 with a total EBITDA of Euros -0.3mio.
 An integral part of all the major strategic projects which resulted in significant Sales and Profitability improvements
for the Company, (one specific UVP project resulted in sales uplift of 20%-30% for the remodelled stores)
 Created a mindset of ownership and accountability across all departments with regards to Planning & Budgeting
and initiated a successful “bottom-up” approach during the budget and revised forecast cycles
 Improved Corporate Governance within the Company with the implementation of an “Authorization of Payments”
policy as well as a Credit Control policy
 Created an Investment Analysis Dept and more importantly introduced the cross-departmental mindset for the
provision of reliable sales assumptions for new stores and remodellings
 Even though existing IT systems did not allow for this functionality, developed an alternative Excel-based solution
for the proper monitoring, control and approval of purchase orders for all capex expenditure, (Euros 50mio annual
capex)
 Implemented credit control restructuring plans for old / overdue receivables and as such managed to collect more
than Euros 2mio of written-off receivables
 Implemented Business Continuity / Disaster Recovery policies
 Extended suppliers’ payment terms by introducing Supply Chain Finance / Reverse-Factoring mechanism; just in
one year, improvement in working capital of Euros 20mio, or approximately 15 days suppliers’ payment terms
 Introduced new technologies to the Company such as EDI / E-invoicing / E-archiving
 Steering Committee member for full SAP Enterprise solution rollout and go-live, end of June 2016.
 Enhanced 1st and 2nd level direct reports, (Directors & Managers), with the introduction of clear job descriptions,
target-setting, communication, follow-up, accountability and responsibility, as well as “business-partner” mentality
across the whole of the Finance Department
AB Vasilopoulos
Director of Accounting & Tax May 2009 – Aug 2011
 Responsible for all Accounting & Tax Duties of the Company, heading a team of more than 150 employees with
diverse responsibilities, (General Accounting / Retail Accounting / Tax / Treasury / External & Internal Reporting)
 Improved significantly month-end reporting process to the DG Group which enabled a reduction of 5 days for the
completion of the monthly results
 Optimized tax planning processes and as a result the AB Group had the possibility to absorb to the maximum,
tax losses from a loss-making company that it had acquired
 Improved quality of internal reporting for Gross Margin, Inventories, Shrink Reports
 Significantly improved the collaboration / co-operation of the Accounting & Tax Department with all other
departments of the Company
OBI Hellas SA
Director of Finance & Administration Nov 2008 – April 2009
 Responsible for the incorporation of the company
 Responsible for the establishment of intercompany service level agreements
 Reviewed and assessed potential plots for the development of “big-box” stores
 Liaised between local tax experts and headquarters for tax optimisation purposes

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Sephora Marinopoulos
Finance Director – Greece & Balkans Mar 06 – Oct 2008
 Responsible for all finance duties of Greece and Balkans, heading a team of 12 people, overlooking matters
such as monthly reports, budgets, cash management, stock management, internal and external reporting, Tax
Authorities, etc.
 Responsible for the expansion plan of the Company, including Greece, Romania, Serbia, Croatia and Cyprus
 Member of the Executive Board of the Company
 Involved in the negotiation process of supplier agreements with the aim of improving profitability
 Responsible for the development of internal control procedures in order to safeguard the assets of the Company,
as well as to comply with Group rules.
Wella Hellas SA, Greece
Finance and Administration Director Nov 1996 - Nov 2005
 Responsible for the local statutory requirements, both for accounting and tax purposes. Possession of A class
signatory rights. Excellent working knowledge of the International Accounting Standards (IAS).
 Responsible for the IT, Logistics and HR department of the company with a total of 20 employees.
 Daily management of Wella Finance & Accounting transactions and reports. Preparation of monthly reporting
requirements for HQ purposes, as well as for local internal purposes.
 Implementation of the overall group strategy and policies, including accounting, finance& administrative issues.
 Responsible for the management of the liquidity of the company.
Price Waterhouse Coopers, Greece
Audit Department – Supervisor Jan 1991 – Nov 1996
 Responsible for the financial audit of major clients, including: Toyota Hellas, Fiat Auto and Fiat Credit Hellas,
Ford Kondellis Group, Eurobank, Angelikoussis Shipping SA, Tsakos Shipping SA, GlaxoWelcome, Halkis
Cement, Olympic Airways, Wella Hellas SA.
Cox Miller & Robinson, Tasmania
Financial Auditor Jan 1998 – May 1990
Education:
University of Tasmania, Australia 1986 - 1990
Bachelor of Commerce
 Specialisations in Accounting and Corporate Finance.
Languages: English (native), Greek (native).
Interests: Squash.
Date of Birth: 5th May 1968.
Nationality: Greek / Australian.
References: Available upon request