1) Stewardship of the business: taking financial  et  reporting support to the next level

- Actively challenge results and the driving variables (mix, pricing, SAD on country and regional level);
- Support other functions in financial matters related to their (core) activities, by providing ad hoc analysis and
proposals;
- Coordinate Budget-process by aligning region and countries;

2) Procedure with markets: contribute to better BU-performance

- Design and implementation of a new bonus system for local markets;
- Design and implementation of a local balanced scorecard linked with the new bonus system;
- Periodic analysis of balanced scorecard and launch of new initiatives based on this review; 
- 2 formal GM (general managers') visits to key markets to review MC(Motorcycle) business. Contribute to the
preparation and review of these meetings; 
- Sales review with markets / with Sales Director. 

3) New initiative analysis: improve efficiency and decision taking of the BU by implementing 

- New product launches and OE (original Equipment)-investment:
. Quantify and present the financial impact of new initiatives in the pcp-model;
. Contribute in the decision taking during the gate 2 review;
. Follow up on market introduction of new products and make clear communication on performance;
- Improve working capital / cash flow;
. Implement a standardized process to reduce the number of slow moving / obsolete tires in the central warehouses and
in the local markets;
. Follow up obsolete / over aged stock and actively challenge improvement in working capital;
. Monthly review  et  follow up in S et OP (Sales and Operational planning);
. Meeting;
- Follow up regional budget:
. Implement procedure to follow up International Motorcycle Budget together with MS (motorsport);
. Implement procedure to follow up budgeted versus actual costs of regional marketing activities;
. Clear communication on performance against budget;
- Contribute to the preparation and review of the initiative review / PCP(product creation process) meeting;
- Prepare and review meetings with MC steering committee (e.g. financial perspectives, progress projects et );

4) Standardized processes

Standardize process across the Business Unit and across other business units within the consumer team;

5) Business changes: drive and contribute to business re-engineering initiatives like outsourcing, production cost
and BU's structure

- Key contributor in the OE-business transfer from local markets to the OE-organization in Germany;
- Cooperate in the study to relocate from high cost countries (Montluçon) to low cost countries (SRI). Bring clarity
between different options by quantifying  et  presenting the financial impact in a focused business case; Contribute
in the decision taking.
- Contribute to the rethinking of the overall MC- business model as well as the trade term strategy;
- Assess the ROI of local market activities and share best practices with other countries;
- Contribute to the preparation and review of the full team vision/plans deployment meetings (Fast start, AOP);

6) Organizational: (Re) establish the role of FP et A as true partner cross functions

- Establish himself/herself as a benchmark in FP et A and drive financial knowledge within the company;
- Establish a good relationship with country managers and regional; MC-managers. The ultimate goal for this is to
increase their true ownership of their results and to increase their drive to achieve budget;
- Share best local and regional practices with the markets;
- Involvement in the recruitment of financial potentials.