Didzis has worked at Nokia and controlled the financials of fast-paced projects in Latin America, the Middle East, and Europe (including a $125 million mobile network roll-out in Ukraine). He enjoys freelancing as it allows him to help clients solve non-routine financial challenges, to meet new people, and to continuously grow. Didzis has worked mainly at large, global companies, but he's also built several financial models for startups.
Carried out a business control process analysis (i.e., a "health check") project for an international telecommunications customer—identified issues and made improvement recommendations.
Consulted for an international telecommunications customer in a complex switch between revenue recognition methods—collected the required input from various parts of the organization, calculated the relevant adjustments, performed and documented all necessary reconciliations, filled in and presented the proposed posting templates to the customer's finance team, and handed over all documentation to the relevant business controller.
Revised and made recommendations on the financial model of a new MVNO startup company in Mexico.
Set up and developed the Amberfide consulting business—built the financial model (P&L, cash flow, balance sheet), wrote the business plan, registered the entity, organized the cooperation with outsourced accounting provider, managed customer invoicing process, represented the company in a number of trade events, and contacted potential customers.
Developed the website of Amberfide (including a Google Analytics configuration, inserting LinkedIn plugins and other items).
Built from scratch and led an FP&A team of 11 finance analysts/controllers for the newly established Circle K Business Centre (serving business units in Norway, Sweden, Denmark, Russia, Poland, Latvia, Lithuania, Estonia).
Created a cost-forecasting model and reporting process for an ERP replacement project (covering the business across eight countries and more than 18,000 employees).
Managed the delivery of various group-level finance processes and projects (internal cost allocations and intercompany invoicing between all business units, calculation of central IT cost distribution to business units)—ensuring that the co-existence support for the ERP replacement project went uninterrupted.
Built a new operating cost budgeting model for the Business Centre and a transparent subsequent service fee calculation model for all the business units.
Managed the monthly closing process, P&L forecasting and reporting, as well as the service fee invoicing for the Business Centre.
Supported the business centre's managing director and finance director with various ad hoc reports and presentations.
Received an offer by the head office in Norway to build and lead the financial work stream of a group-level M&A project (in recognition of the quality of the financial models that I had built).
Led the financial work stream of a corporate restructuring and divestment project of a business unit operating across eight countries in Europe with 470 employees and annual sales around $150 million.
Prepared a carve-out balance sheet for the business unit (subject to the transaction).
Carried out a detailed monthly working capital analysis.
Filled-in the due diligence databook (balance sheet and general sections) and coordinated the preparation of a P&L section.
Presented the databook to the external vendor due-diligence provider and closed open items in cooperation with the business unit's finance and business management team.
Implemented the cost management process in a network operations outsourcing project across 5 countries in Latin America (Argentina, Brazil, Chile, Mexico, Peru); represented a business of 1,000 employees.
Managed the creation and updating of the consolidated cost baseline/budget for all five countries.
Supported the CBT customer operations manager and finance-and-control head by providing regular and ad-hoc cost reports or analyses.
Coached and supported country-level cost-and-progress managers, and organized regular calls/meetings to drive cost management process improvement.
Took over the finance-and-control team and made improvements to the monthly regional project financial dashboard (a consolidated Excel model for all five countries).
Took on a new role within Nokia as a customer business controller for a customer team in Qatar.
Supported the head of the customer team in all financial-related matters (including financial target setting, key change programs, strategy and business decision making).
Managed the optimization of the customer team's balance sheet, including cash collection and credit control.
Ensured the timely and accurate revenue recognition for all the contracts in the team.
Managed the forecasting, reporting, and analysis of all customer team-related financials.
Built a new financial model to speed-up and improve the accuracy and transparency of the monthly reporting process.
Implemented a new and efficient operating expenditure (OPEX) forecasting tool and process for the Latvian business unit; coordinated the macros development, presented the new process, and provided training to cost center managers.
Developed the FY2011 reporting model templates for all business units and the consolidation file (Excel) for the head-office control team in Norway.
Ensured monthly OPEX forecasting and control, and coordinated the annual budgeting process for the Latvian business unit.
Supported the head office's control team in the carve-out and subsequent IPO process of Statoil Fuel & Retail on Oslo Stock Exchange by delivering various ad hoc analyses and reports related to the Latvian business unit.
Supported the head office's procurement in international tender by helping to efficiently consolidate data from various business units.
Delivered weekly operational results and various presentations for management.
Set up and managed the planning and monthly reporting processes: service cost forecasting, cost accruals, accounting and cost-control database reconciliation, pre-payment risk management, and customer billing management.
Set up and managed the flow of accounting documents between Nokia Networks Ukraine and outsourced accounting provider as well as to the head office in Finland.
Implemented Sarbanes-Oxley (SOX) control points in the project.
Reduced a major customer-invoicing backlog and increased sales by managing weekly status meetings with local project and regional management teams, documenting and controlling the status of action points, and presenting a summary of weekly progress.
Received an affirmative review of the project management process in the Ukraine by Nokia Networks Head of Global F&C and received an offer from Nokia Networks CEMEA Region F&C management to manage the project business control for a new, strategically important project in the Middle East.
Took on an additional temporary role for three months by covering the duties of the cost-and-progress manager.
Prepared the project cost budget, optimized the subcontractor PO process, established a PO check against the project cost budget, established an open PO and payment feedback process with subcontractors, and led a team of 4 cost and progress engineers.
Successfully led the customer billing negotiations—developing a proposal, presenting, and agreeing the contractual services invoicing milestones with the finance department of the customer organization.
Completed an internal accounting postings investigation, identified several unjustified payments to vendors, and managed a successful return of these to the company.