Mohammad Kanaan

» Appointed as interim GM for 6 months due to leadership change. Assumed the additional responsibilities and
managed all functional leaders including Sales, Supply Chain, Engineering, and others. Navigated through the
transition successfully by focusing on engagement, metrics, and communications. Positive trend in business
performance and increased team’s motivation were clear in results and in pulse survey (up from 75 to 92)
» Improved cash flow and Working Capital by scrutinizing the quote-to-cash process. Established weekly detailed
reviews. Collaborated with Sales and Customer Service to eliminate pricing, billing, and shipping errors. Past Due AR
dropped to historic 21%
» Led a major compliance and ethics review. Addressed, escalated, and resolved several gaps in the business unit.
» Partnered with the GM to shift the sales team from reactive to proactive. Scrutinized the Sales Incentive, co-led the
price increase, and introduced several tools to analyze the quotes profitability. Supported the sales team with
interactive dashboards that enabled informed decisions
» Introduced and led several automation initiatives, eliminating non-value adding activities to reduce cost, and
improve efficiency. Time per task was reduced in one instant related to Inventory Obsolescence from 2 days to 2 hrs.
» Led the documentation and communication of SWI’s “Standard Work Instructions” for the main business processes.

Reported to Group CFO.
Managed 9 staff.
Oversaw a $200M P&L.
Managed 250 headcount.
Managed $25M inventory.
Appointed as interim GM for 6 months due to leadership change.
Managed all functional leaders including Sales, Supply Chain, Engineering, and others.
Navigated the transition successfully by focusing on engagement, metrics, and communications.
Improved business performance and team motivation.
Improved pulse survey results from 75 to 92.
Improved cash flow and working capital by scrutinizing the quote-to-cash process.
Established weekly detailed reviews.
Collaborated with Sales and Customer Service to eliminate pricing, billing, and shipping errors.
Reduced past due AR to historic 21%.
Led a major compliance and ethics review.
Addressed, escalated, and resolved several gaps in the business unit.
Partnered with the GM to shift the sales team from reactive to proactive.
Scrutinized the Sales Incentive.
Co-led the price increase.
Introduced several tools to analyze quote profitability.
Supported the sales team with interactive dashboards that enabled informed decisions.
Introduced and led several automation initiatives.
Eliminated non-value adding activities to reduce cost and improve efficiency.
Reduced time per task for Inventory Obsolescence from 2 days to 2 hours.
Led the documentation and communication of SWI’s Standard Work Instructions for the main business processes.

Worked with customers’ CFOs and executives to gather, interpret, and deliver insights that shaped timely and smart decisions throughout the C-suite.
Joined a team tasked with analyzing the reporting process for one of Canada’s largest retailers.
Interviewed executives.
Analyzed reports.
Applied data mining using R-Studio and Tableau technology.
Facilitated full-day workshops.
Obtained executives’ consensus on rationalizing KPIs to 8 from 117.
Reduced the month-end package to 9 pages from 312.
Joined a team tasked with developing a detailed work plan for a major M&A transaction ($1.7B) for pre-sale activities related to Finance.
Accomplished the task through critical analysis of interdependencies within Finance functions and other departments.
Collaborated closely with the Technology team to design mid-month close.
Participated in the TSA establishment (Transition Service Agreement).

Reported to Regional Controller.
Managed 3 direct and 2 indirect staff in shared services.
Oversaw a $200M P&L.
Managed 350 headcount.
Oversaw largest flagship segments: Wireline and Drilling.
Fully responsible for these major segments’ P&L.
Restructured a deal with a major vendor that changed the supply model from final sale to consignment model.
Reduced inventory obsolescence by 18%.
Reduced accounts receivables by 15%.
Improved positive cash flow through consistent focus on quoting, delivering, billing, and collections.
Provided 25 financial training sessions over 3 years for engineers and technical staff preparing them to pass the managerial role finance examinations.
Coaching resulted in a 96% student pass rate.

Reported to Segment Controller.
Managed 2 direct staff.
Oversaw a $50M P&L.
Worked in a remote hardship location.
Had full ownership of complex turnkey projects’ financials in a new market.
Managed contract management, risk mitigation, cost control, estimates at completion, revenue recognition, penalties, and project supply chain.
Assumed additional role as Bid Controller.
Owned the tenders’ P&L.
Analyzed contractual requirements and financial obligations including liquidated damages, penalties, and bank guarantees.
Contributed to an outstanding winning rate of 85%.

Based at Regional HQ.
Worked in consolidation and reporting across 7 countries.
Joined Schlumberger in 2008 as Sr. Management Accountant.
Promoted after one year to Sr. Financial Analyst.
Assumed additional role as ERP implementation champion for Lawson.
Acted as a focal point for user training, interfaces, ERP modules, access requests, and troubleshooting.
Seconded by an executive leader to a short-term international assignment.
Performed complex income tax work related to a government-imposed 5 years’ retroactive tax.
Handled extensive disclosure and reconciliations.
Met the project deadline and successfully filed the tax on time.

Worked in the Budgeting and Reporting Department.
Prepared full financial statements for the subsidiary using Excel.
Performed several flux analyses.
Used internal control tools.
Handled ad hoc reporting.
Reconciled the Fixed Assets module (20,000 assets) to the General Ledger.
Fixed a faulty ERP (Oracle) implementation procedure.
Achieved the task in 50% of the requested time.
Received an exceptional award from the CFO.