Hakan Senermen

Led consolidation, analysis and reporting of global capital expenditures. Managed monthly capital forecasting cycles, annual budgeting, and weekly resource scorecard in support of leadership decision making process.

• Initiated and implemented completely new capital forecasting process including redefining respective forecasting tools; delivering budget variance reduction from 10% to less than 3%. Recognized and awarded by Finance Leadership for re-Imagining the capital forecasting process.
• Initiated and implemented structured risks and opportunities process; enabling risk adjusted view for achievability of year-end capital spending targets and robust alignment with key stakeholders.
• Conducted capital curtailment initiatives and respective regular leadership reporting in support of GM’s response to pandemic driven business environment, delivering $1.7B in capital cash savings.

Led development and analysis of 10-year corporate long-term financial plan across global regions and functions in support of senior leadership and board of directors’ objectives. Led collaboration with key stakeholders to identify and implement process and system improvements.

• Launched first generation of corporate 10-year financial plan; further improved planning process by reducing number of issues 50% and improving cycle time by 4 weeks in subsequent planning cycle.
• Incorporated and analyzed implications of pending divestiture of GM’s European Business at CFO’s request; successfully made meaningful assumptions in absence of final deal terms.
• Led development of Scenario Analysis tool enabling responsive analysis for disruptive market changes, including but not limited to economic downturn, oil price changes, product mix shifts, manufacturing footprint shifts, etc.

Led program finance team on all financial analysis and reporting activities in development of the next generation Full Size Truck programs (1+ Million units/year, $45+Billion/year in revenues, $9+Billion in capital spending). Responsible from development of product program financial business case, financial targets and identification and implementation of opportunities improving profit and resource optimization.

• Served as a strategic business partner by enabling data driven strategic decisions; established transparency of financial information via development of responsive and insightful financial modeling.
• Orchestrated series of workshops on profit margin optimization with key functional stakeholders; facilitated making of hard decisions delivering 5 percentage point EBIT margin improvement and saving $1 billion in capex by bettering alignment of capital needs with go-to-market strategy.
• Recognized and awarded by Finance Leadership for profit optimization results.

Served in traditional CFO role overseeing finance operations including FP&A, accounting, pricing, treasury, as well as purchasing and customs. Managed structural costs to align with budgets in collaboration with respective functional leads. Oversaw $20-$25 million annual expense budget.

• Played instrumental role in 5-fold increase in sales volume over three-year period while delivering target profit margins; among top 3 business units in Europe.
• Produced best-in-class structural cost level across peers in Europe.
• Drove effort with order-to-delivery team to identify new vehicle distribution hub as business unit experienced growing pains due to rapid increase in sales volume; reduced vehicle storage and freight costs while improving order-to-delivery time.

Led European regional business planning and decision support team in coordinating and preparing regional business plan and Board of Directors reporting, supporting senior leadership’s processes and forums.

• Served as one of 4 key members of the Project Management Office, overseeing validation and consolidation of input to Opel/Vauxhall sale due diligence, and contributing to the development of viability plan submitted for bridge loan requests from EU States and US Treasury.