Udi has 20 years of CFO experience in global public companies such as SHL, Orad, Opgal, and Voltaire. He's led successful operational efficiency initiatives—achieving 20% in cost savings in Opgal and leading a 600% growth in Orad's market capitalization. He has also raised over $250 million in equity and debt from leading institutions such as Sequoia, Baker, and Commerzbank. Udi joined Toptal to work on challenging finance and strategy projects.
Opgal Optronics (Subsidiary of Elbit Systems and Rafael)
Built a financial model which identified the key initiatives involving cost savings of over 15%, revenue growth, profitability, and cash flow.
Implemented an improved supply chain which led to decrease in the level of inventories by over 50% and reduced the purchasing price of raw materials.
Built a new working methodology for accurate financial projections and forecasting.
Led the implementation of an enterprise resource planning (ERP), customer relationship management (CRM), business intelligence (BI) and product data management (PDM) systems involving several million dollars in budgets over 4 years.
Facilitated a new international tax structure and transfer pricing method to optimize tax exposure.
Built a new business plan and refocused the sales efforts from selling hardware to selling software licenses.
Created new procedures for budget planning, controlling, and forecasting.
Managed a quick return to profitability which has a combination of new sales model, streamlining operations and cost structure, and entering into new territories and new products. This led to a 350% increase in revenues over five years and significant expense reductions, leading to a net profit margin of 10-to-20% every year.
Implemented a working methodology with institutional and retail investors in the US, Europe, and Far East which led to an increase in share price of over 600%. The working methodology included quarterly roadshows, conferences, press releases and meetings with investors, analysts, and fund managers among other stakeholders.
Optimized a new international tax structure with multiple subsidiaries around the world and new transfer pricing model using three levels of pricing.
Led the implementation of a new ERP and BI system, an Oracle application, and Oracle BI with a budget of approximately $1 million. The project was implemented in parallel in the headquarters and seven subsidiaries in Europe, US, and the Far East. The implementation included the following modules: finance, reporting, budget, inventory, WIP, purchasing, and sales leads.