Working as Strategic Finance & Business Strategy consultant, Kashif is a world-class finance & business Professional with big-5 audit firm background and over 20 years of diversified experience of working with dynamic organizations located across the globe including UK, Europe and Middle East.
CEO | Principal Management Consultant
at ACS Consulting, Lahore, Pakistan
August 2018 - at Present
ACS Consulting is a firm of management consultants. With a keen focus on helping businesses with development and implementation of winning strategies, ACS enables effective management of enterprise value chains that connect an enterprise’s purpose to its business strategy, organizational capability, resource architecture and management systems. I co-founded ACS Consulting and joined it as a full-time CEO in August 2018. As founder, CEO & Principal Management Consultant, I am passionately focused on assisting growth seeking businesses with bridging their skills, planning & execution ability gaps. I work closely with a wide range of corporate clients, guiding them through their financial strategy development & implementation processes. With my team, I have developed high-performing finance functions and have devised efficient & effective business performance management systems for many growing businesses.
Head of Planning & Strategy
at Al-Mashriq Telecom, Doha, Qatar
February 2015 - July 2018
Baladīyat ad Dawḩah
Al-Mashriq Telecom specializes in the development of telecommunication infrastructure. When I joined the company, it was primarily carrying-out nationwide fiber optic networks expansion projects for the public sector in collaboration with Huawei. As head of planning & strategy, I designed and implemented a business diversification program meant for reducing reliance on a few large customers (primarily government ministries) by progressively developing new capabilities & revenue streams. The program also included few strategic acquisitions resulting in a significant widening of the company’s strategic capabilities (resources & competencies). Due to the diversification program implementation, the company successfully absorbed the shock of government spending rationalization drives and transformed itself from a labour-intensive company to one which now differentiates through its ability to deliver highly complex technology solutions to large as well as mid-size businesses.
Chief Financial Officer
at Morpheus IT Group of Companies, Dubai, UAE
April 2006 - January 2015
Held by a Swiss conglomerate parent, Morpheus IT was a technology company engaged in the development of ICT solutions to banking, financial services, telecom and FMCG industries. I joined Morpheus IT as a Regional Financial Controller and progressed through to be appointed as its Chief Financial Officer in February 2009 i.e. after nearly three years of service. I progressively transformed the company's accounting & finance function into a high-performing and vibrant business functional area. Managing revenues well over one billion US dollars, my team grew from about 15 initially to 150-plus personnel by the time I left. I devised better systems, implemented better ERPs and trained a large number of young team members as well as other colleagues from different functional areas. Through its growth journey, the company went through several mergers and acquisitions. I was instrumental in acquisition negotiations and spearheaded post-merger integration & transformation programs.
at Smith & Nephew, Dubai, UAE
January 2005 - March 2006
Smith & Nephew is a global medical technology business. Having operations in more than 100 countries, the company develops medical devices and processes to help healthcare professionals in their daily efforts to improve the lives of their patients. To be based in the company's 'Dubai Healthcare City' office, I was offered a one-year employment contract, with a target to lead the SAP ERP implementation team and manage post-implementation challenges. Having immensely enjoyed leading a similar initiative at my previous employment, I decided to take the plunge and accepted the offer. The project was successful and was delivered well in time. I stayed with the company for 15 months and besides heading the SAP ERP implementation team, I was also responsible for day to day management of a section of the accounts department while reporting to the regional Chief Financial Officer.
at Orbit Showtime Network (OSN), Dubai, UAE
March 2002 - December 2004
Orbit Showtime Network is a direct-broadcast satellite provider serving the Middle East and North Africa (MENA). OSN is a post-merger name. Earlier (when I worked at that company) its brand name was Showtime. I joined the company as a Senior Management Accountant, to be based in their regional office in Al-Khobar Saudi Arabia. At the conclusion of my first year of service, the company decided to centralize their accounts and finance function within the company's head-office, newly constructed at that time at the Dubai Media City. As a result of the centralization policy, a number of redundancies were announced. I was the only person chosen (after fresh interviews) out of the entire accounting staff in Saudi Arabia to be retained, promoted and transferred to Dubai. After transfer to Dubai, I lead the post centralization integration efforts and was also part of the team ensuring smooth implementation of the new centralized ERP system.
Accounts Payable Manager
at World-leading Entertainment & Broadcast Media Company, London, United Kingdom
August 1999 - February 2002
An American multinational media conglomerate with interests primarily in cinema and cable television, which is currently the world's sixth largest broadcasting and cable company in terms of revenue. I joined the company as an Accounts Payable Supervisor and later, after one year of continuous service, I was promoted as Accounts Payable Manager. Entrusted to manage hundreds of vendors, I and my team ensured smooth operations by tightly maintaining our cash flow budgets while keeping the vendors satisfied at the same time. The company during that time expanded through few acquisitions which resulted (at times) into acute cash flow challenges. During my second year of employment, I was given a special award of appreciation for maintaining the company's cash flow in testing times.
at Big-5 Audit Firm, London, United Kingdom
March 1996 - July 1999
To train for and pursue a career as a professional accountant, I joined a big-5 accounting/audit firm in Al-Khobar, Saudi Arabia as a trainee. Later, in March 1996, through a competitive process, I was chosen to be sent for a three years training program to the firm's office in London, United Kingdom. As a trainee I served in audit & assurance as well as strategy and operations consulting teams. I left the firm in June 1999. In 2002, the firm voluntarily surrendered its licenses to practice as Certified Public Accountants in the United States and then later also seized to exist globally.
Financial Modeling & Valuation Analyst (FMVA)
at Corporate Finance Institute (CFI)
2018 - 2018 (1 year)
Certificate in Sustainable Business Strategy
at HBX | Harvard Business School
2017 - 2017 (1 year)
Certificate in Disruptive Strategy
at HBX | Harvard Business School
2016 - 2016 (1 year)
Certificate in Negotiations Mastery
at HBX | Harvard Business School
2016 - 2016 (1 year)
QuickBooks Proadvisor Adanced
2011 - 2011 (1 year)
at Association of Chartered Certified Accountants
1996 - 2000 (4 years) London
Business & Finance Consulting
As founder, CEO & Principal Management Consultant at ACS Synergy, I am passionately focused on assisting growth seeking businesses with bridging their skills, planning & execution ability gaps. I work closely with a wide range of corporate clients, guiding them through their financial strategy development & implementation processes.
With my team, I develop high-performing finance functions and devise efficient & effective business performance management systems for growing businesses. Overseeing each major business planning & analysis assignment, I designed & implemented transformation road-maps for clients seeking business-turnaround. Thereby reviving several struggling businesses & revitalizing their business models.
Services that I get involved with include:
1. Business Planning.
2. Business Strategy Evaluation & Development.
3. Financial Forecasting, Budgeting, Modeling & Business Valuation.
4. Investor Presentations & Pitch Books.
5. Performance Management Systems Evaluation & Development.
6. Simplifying Accounting Systems & Processes.
7. Expense Reduction Planning & Execution.
Business & Finance Coaching
ACS Training Company provides truly world-class business and financial training to individuals seeking career growth as well as corporates aiming for staff skills development.
Leveraging hands-on coaching methodology by top field experts, ACS Training Company develops courses and imparts training targeted to meet three distinct career needs:
1. Bridge the gap between the academic knowledge of fresh business or accounting graduates and the practical skill-set needed to perform effectively in industry, banking or financial services sector. Thus, equipping them with enhanced confidence and making them highly employable.
2. Bridge the gap between the entrepreneurial skills of young business owners and academic business knowledge and training which they lack. Thus, enabling them to better analyse, plan and execute success strategies.
3. Provide continuous learning opportunities to mature business executives and remove some rust which the grind of day to day firefighting accumulates. Thus, enabling them to re-energize their careers.
Major training areas include:
1. FINANCIAL MODELLING & BUSINESS VALUATION
2. BUSINESS ANALYSIS & PERFORMANCE MANAGEMENT
3. BUSINESS STRATEGY
4. START-UP BUSINESS PLANNING
5. ACCOUNTING & FINANCE FOR NON-FINANCIAL MANAGERS
Knowledge and keywords