Group Chief Financial Officer

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Finance; Plantation, Sugar & Logistics | Kuala Lumpur, Malaysia | Highly attractive package | 25 Oct 2018

Group Chief Financial Officer


Specialisation: Finance; Plantation, Sugar & Logistics

Email Wai Ling

Location: Kuala Lumpur, Malaysia
Salary: Highly Attractive Package
Type: Permanent
Posted On: 25th October 2018

Client Background & Role Summary:

Our client is the world’s largest producer of Crude Palm Oil (‘CPO’) and the second largest Malaysian palm oil refiner. They have more than 19,000 staff in the group from its subsidiaries, joint-venture companies and associates. Its overseas footprint spans across the globe with operations in eleven countries across Asia, North America and Europe. They are looking for a Group Chief Financial Officer.

He/She is a finance leader with strong business acumen, capability to be financial gatekeeper of the company and guardian of shareholder value, capacity to share business and financial insights for optimal performance, ability to deduce forward-looking business metrics to guide execution, and natural integrity as well as trust capital to partner business leaders to drive overall business forward.

Key Responsibilities:

  • Clarity of Insight on Company’s Value Chain:
    • Deep intellectual capacity to formulate an unbiased, holistic, end-to-end view of Company’s value chain; from customer needs to back-office operations to suppliers’ contributions to competitors’ positioning – and pinpoint the key areas that require strategic attention by Management and Board.
    • Dedicate time to understand all businesses under the Company, and work and communicate with all business leaders to convert valuable insights in key areas into strategic initiatives and cross-functional collaborations.
    • Champion coherent strategic initiatives and cross-functional collaborations to ensure sound implementation in pursuit of financial performance and shareholder value creation.
  • Custodian of Performance Metrics and Driver of Performance:
    • Define the performance metrics which accurately measure the business drivers of the Company; these metrics gauge success as well as reveal trends, risks and opportunities – in essence, these metrics capture Company’s awareness of the industry, competition space and outside world.
    • Ensure Company focuses on 2-5 key business drives which convey a broad understanding of the value proposition and how the Company fulfils it.
    • Do not rely exclusively on common financial metrics such as Gross Margins or EBITDA: these are ill suited for strategic decision making because they are too internally focused and lagging indicators that show progress against preset expectations – as opposed to showing how to create value in future.
    • Develop industry-specific and company-specific metrics that better orient behaviour towards customer satisfaction, link the business planning cycle towards developing improved capabilities, measure own execution against competitors’, and encourage the efficient use of assets and capital.
    • Constantly evolve the metrics to match changes in customer behaviour, technology, competition, and regulation – ensure that the Company always focuses on the right factors.
    • Focus the metrics on extracting business insights from customers and competitors, so that the Company can gain clarity on what it needs to do now.
    • Draw on all the sources of information available to identify and track value drivers for each business; enterprise wide operational data, capital market trends, financial results, competitors’ announcements, customers’ activity and other salient information.
    • Be a partner to Group Chief Information Officer (“GCIO”) to develop analytics capabilities and empower the businesses with data and operation insight needed to enhance operational excellence, business performance and financial results.
  • Empower Company’s Culture around Sound Financial Principles and Embed Financial Literacy:
    • Exert influence to build and empower Company’s culture around sound financial principles, which may include being laser-focused on cost reduction, efficient use of assets, prudent investment to enhance capabilities and generate good returns, sound procurement to buy quality supply at competitive prices as well as optimal product pricing to win in the market place and enhance financial performance.
    • Drive a high performance culture by using all the planning and performance management processes of the enterprise — strategy development, annual budgeting, resource allocation, investment planning, and periodic performance reviews — as opportunities to set and reinforce behaviours consistent with the Company’s stated strategy and performance expectations
    • Rally the Organization to acquire the finance knowledge, understand the performance metrics, internalize the Company’s financial performance and use the financial insights to improve execution – financial literacy must be a core competency of the Company.
  • Skillful Financial Gatekeeper and Guardian of Shareholder Value:
    • Be the internal, unwavering soul and conscience of value creation – to always ensure everyone, especially the GCEO and Board, is always aligned to projects which create value for stakeholders.
    • Be tenacious and focused on reasoning the right balance between supporting aspirations of the GCEO & Board as well as the individual businesses and making the effective decisions for the overall Company.
    • Have the natural integrity to always put overall Company’s needs and requirements at utmost priority against others – this requires proficient communication skills, smart leadership presence, tone of transparency and candour, and trusting relationships with all parties.
    • Collaborate, collaborate and collaborate! Collaborate closely with GCEO to implement strategic initiatives, collaborate with GCIO to manage data, collaborate with Group Human Resource Officer (“GHRO”) to shape culture, collaborate with business units to invest in right places to create value, collaborate with Group Chief Operating Officer (“GCOO”) to gain most value from operational investments, and simply collaborate with all of them to build cross-functional capabilities.
    • Spend requisite and holistic time with Board, GCEO, Management and Business Leaders to guide them to use finance to improve overall effectiveness in distinguishing worthwhile projects from lower priority, less strategic distractions – to always ensure Company is not distracted and stay focused on the journey to sustainable value creation.
  • Value-Add in Managing the Finances:
    • Ensure sufficient liquidity for current operations and future undertakings – essentially manage cash and funding sources, which encompasses among which but not exhaustive, working capital management, debt issuance and management, equity issuances, dividend and share buyback policy, capital structure management, pension management, supplier financing, debt and hybrid securities.
    • Oversee capital budgeting process that allocates capital to different investment opportunities.
    • Lead merger and acquisition process, identifying and evaluating targets, structuring and financing deals, and managing post-merger integrations.
    • Be actively involved in decisions on divestitures: what to divest, when to divest, and how to divest, with choices including asset sales and spin offs.
    • Responsible for production of financial results and more importantly, effective presentation of said results to the Board and participants of the capital markets – effective presentations must include clear presentation of results but also discussion that provides a deep understanding of what factors drove results and required actions to ensure alignment of strategic plans with improvement in future financial results.
    • Unleash financial engineering prowess and creative deal structuring into the Company to unlock hidden value – stay abreast with innovative capital market transactions and financial instruments, and constantly assess if the Company can adopt these to improve stakeholder value.


  • Recognized Bachelor’s Degree.
  • Possess a certificate in ACCA/CIMA/ICAEW, etc.
  • Possess the below qualities, the ideal GCHRO must embody these core competencies:
    • Integrity
    • Leadership
    • Strategic Thinking
    • Business Acumen
    • Problem Solving Analysis
    • Decision Making
    • Performance Management
    • Results Driven
    • Communication Proficiency
    • Financial Analysis & Management
    • Valuation Skills
    • Financial Engineering & Deal Structuring Skills

If you are interested, kindly email your updated resume to Wai Ling at or click “Apply Now”. Regretfully, only shortlisted candidates will be contacted. Thank you!