senesiemo

• Successfully closed an 18-month emergency project implemented aimed at providing livelihood and support to the most vulnerable and food insecure communities in Sierra Leone. This targeted 118,000 households. Managed key stakeholders including WFP, FAO, the NACSA and other local authorities.
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Lead the coordination of the USD 50M financial and programmatic aspects of the project and its partners.

• Led financial management arrangements and oversee implementation and coordination efforts within the Ministry of Agriculture project coordinating unit for the World Bank, IsDB, and AfDB and IFAD projects.
• Served as a principal advisor to the Permanent Secretary, the Chief Agriculture Officer, and the Minister of Agriculture on issues relating to project accounting, audit, and procurement.
• Implemented efficient accounting and procurement systems across all MAFS projects under the portfolio of the national coordinating office. For all AfDB, World Bank, IsDB and IFAD projects, this was done with charts of accounts linked to the GoSL IFMIS.
• Provided strategic oversight, coordination, fiscal and management support services on all development partner programs in the office of the Minister of Agriculture.
• Managed the harmonization and alignment efforts of all agricultural sector programs- with a portfolio of over $200M.
• Led the improvement of processes and controls including development of policies, financial reporting, strengthening of disbursement mechanisms, and oversee year end audits.

• Led the project management office (PMO) and improvement team to develop project management methodologies, milestones, and reports. Also monitored, key project performance indicators, customer satisfaction and communication with relevant stakeholders.
• Developed and maintained effective escalation management processes.
• Assigned Project Managers to major business initiatives, clients, and ongoing operations.
• Responsible for changing management planning and execution as required.
• Maintained risk management controls and monitored and communicated project risks.

Supported the Integration management office in driving various strategic value capture projects in the office of the CEO through the management of special projects with cross functional teams.
• Improved working capital by $5M in a quarter; and $34M by year end.
• Improved management revenue reporting systems by consolidating $1billion in revenue from 10 subsidiaries and integrated the revenue reporting systems.
• Supported and monitored key performance indicators to enhance Avantor’s initial public offering (IPO) closing with $2.9Bn on the New York Stock Exchange on 17th May 2019.
• Refined our strategic supplier separation model to drive a $34M improvement in net working capital; targeting $100M led analysis of vendor payments terms, and harmonized payments terms
• Advanced key performance metrics for our customers to help improve productivity and business operations with strategic customers.
• Improved our service levels from 47% to 95% through management of manufacturing backlog of
$8M and distribution backlog of $7M.
• Supported the classification/codification of about six (6) million products and customers in over 240,000 locations; managed the taxonomy integration into our business operating systems.

• Led, and authored the first comprehensive accounting and finance manual for operations budget of $10M. Supported the Executive Director and CFO with the development of all financial and operating systems policies. This included but is not limited to travelling, vendor management, procurement, and human resources policies in line with various donors.
• Collectively advanced process improvement to enhance the timeliness and accuracy of financial reporting including setting internal and financial controls, financial reporting tools modelled to track expenses.
• Supported the preparation of two-yearly consolidated financial statements (2015-2016) for offices in four West African countries. This included helping to close the books of accounts in each of the countries.
• Managed Accounts Payable division of the US entity during loose end transition periods thereby reducing penalties to the organization.
• Supported the migration and validation of data from a manual processing system to an automated ERP system in Nigeria, Guinea, Liberia, and Sierra Leone.