G. Wang

CFO of Vivo Indonesia branch

Vivo • Full time

Feb 2026 - Present • 3 mos

I assumed the role of Head of Finance for VIVO Indonesia in February 2025, tasked with establishing and leading the comprehensive finance function for this key regional subsidiary of a global smartphone leader. My mandate encompasses full-spectrum financial stewardship, including financial planning & analysis (FP&A), management reporting, treasury operations, tax compliance, and internal controls. My primary focus is to build a robust financial infrastructure that supports VIVO's aggressive growth strategy in the Indonesian market. Key responsibilities involve driving the annual budgeting and rolling forecast processes, implementing rigorous cost control mechanisms, and providing strategic insights through profitability and market trend analysis to guide commercial decisions. I also oversee all accounting operations, ensure strict adherence to Indonesian SFRS and local tax regulations, and manage relationships with external auditors, banks, and regulatory bodies. A critical aspect of my role is to act as the strategic financial liaison between the Indonesia subsidiary and global headquarters, ensuring alignment on policies, reporting, and strategic initiatives. Within a short timeframe, I have spearheaded the initial integration and optimization of local finance processes. Key early achievements include conducting a comprehensive process review to identify efficiency gaps, strengthening the month-end closing cycle for timelier and more accurate management reporting, and initiating the development of a localized financial model to better assess market-specific investments and ROI. I am currently building and mentoring the local finance team to foster a culture of high performance and analytical rigor, laying a solid foundation for scalable growth and operational excellence in one of VIVO's most dynamic markets.

vice CFO of Europe branch

Tesla • Full time

Jan 2023 - Jan 2026 • 3 yrs

1. Price & Profitability Management: Participate in product market pricing and negotiations with the master distributor; report pricing strategies to headquarters for execution. Establish a country-by-product profitability matrix based on the value-chain profit model. 2. Comprehensive Budget Control: Exercise full budgetary control over business volume and pricing within the European region to steer business operations towards set targets. 3. Precision Marketing Resource Management: Track and manage key marketing resources, including commercial policies and advertising/promotional activities, to maximize Return on Investment (ROI). 4. Financial & Operational Analysis: Conduct monthly financial analysis and monitoring, including forecast-vs-actual variance analysis and year-over-year / period-over-period comparisons.

Consulting Manager

KPMG • Full time

Jun 2018 - May 2021 • 2 yrs 11 mos

As a Manager in KPMG's Management Consulting practice, I lead client engagements focused on Operational Performance and Strategic Advisory. My core responsibility is the end-to-end delivery of consulting projects, ensuring our solutions are analytically rigorous, actionable, and drive tangible value. I serve as the primary day-to-day client contact, managing project scope, timelines, and stakeholder expectations. My duties center on three key areas: 1. Project Leadership & Analysis: I translate complex client challenges into structured work plans. My specialized focus is on designing performance management frameworks (KPIs), conducting deep-dive profitability and cost analyses, and evaluating strategic options through financial modeling and market assessment. 2. Insight Delivery: A primary output of my work is authoring consulting reports and executive presentations. I synthesize data and analysis into clear, compelling narratives that provide senior leadership with the insights needed for critical decisions on strategy, operations, and financial performance. 3. Team & Quality Oversight: I manage and mentor junior team members, delegating tasks and coaching on analytical techniques, client communication, and the quality of deliverables. Example: Profitability Turnaround for a Manufacturer For a manufacturer facing margin erosion, I led the operational analysis workstream. I developed a granular product profitability model that revealed 30% of SKUs were unprofitable when accounting for full logistics costs. My final report diagnosed the root cause, presented scenario analyses for portfolio rationalization, and recommended a new management dashboard with revised KPIs. This provided the CFO with a clear action plan, leading to a projected €15M annual EBITDA improvement and a new operational control framework.