Rohan Joab

Reporting directly to the Chairman and owner of UAE's largest Real Estate Company on all financial matters of Damac & personal investments.

• De-facto controller / CFO for over 300 investment companies, including but not limited to PE Funds, manufacturing entities, Jewelry, Fashion, listed companies in GCC & Cayman incorporated holding companies.
• Over-arching control, review and analysis of all group Financials, ensuring financial health and sustainability of AED 5B enterprise by maintaining best practice controls, policies and assurance.
• Conceptualized & delivered c. AED 40m benefit in restructuring Penalty Waivers for CRM department
• Conducting internal and operational audits on departments, establishing financial policies and corporate governance, resulting in consistent efficiency, robustness & compliance, c. AED 20m cost savings delivered
• Developed thorough forecasting and cash-flow management processes to maximize profitability of 2x listed companies in Oman, with integral involvement in Board Meeting as advisor, including strategizing on growth, payroll and corporate tax. Both companies have combined market cap of OMR 90m.
• Integral SPOC for ERP Migration - 2 year project to implement Oracle Fusion. Responsible to mitigate over 3,000 reconciliation errors over an 8 month period - achieved successfully.
• Collaborated with the Chairman to develop an effective Manpower Planning strategy, doubling the headcount in key departments while simultaneously reducing headcount in other departments - linked to the construction cycle. Creating this financial model in-house is an industry first.
• Conceptualized & led the negotiations with global vendors on the management of 2 private aviation aircrafts, switching assets worth AED 600m including financing with UK based bankers.
• Developed and administered annual budgets following periods of strong analysis and research for the Chairman's personal funds, including global assets, private investments & cash management.

Supporting the CCO in financial decisions and management of the Airline’s bottom line
• Leading a team of 5 in the articulation and execution of Etihad's strategy to navigate the COVID-19 pandemic and reposition itself in the post COVID world
• Collaborating with the Chief Commercial Officer to revitalize a projected US$ 3B-$5B in revenue generation
• Elevating enterprise risk management through the establishment of a resilience partner community, shifting the organization's risk culture from reporting to action oriented
• Evaluating & presenting $50m global trapped cash reports to the Chief Financial Officer on a regular basis, with leading and executing the subsequent mitigation program
• Developing monthly performance scorecards, supporting the Chief Commercial Officer in building 2021 Sales Incentive Schemes
• Partnering and challenging the executive leadership to ensure $400m in strategic initiatives and commitments are achieved
• Evaluating the commissions and cost of sale for Etihad Group in the range of $300m-$500m, while visualizing a negotiation roadmap on the commercial and technical terms with key partners in GCC and Europe
• Leading a procurement initiative on re-negotiating existing GSSA Cargo contracts in the east, with a total value of $40-$50m
• Establishing a revised governance and committee structure to assess the organisations financial performance
• Creating a $5bn budget, planning and financial reporting for the Division and ensuring cost and revenue leakage is minimised
• Introduced in-depth analysis resulting in: o Double digit ancillary revenue growth (12.4% unit increase vs 2019) through and identification of optimisation opportunities (pricing, distribution and policy) o Restructuring of sales organization, achieving nearly 50% savings over two years o Channel shift (optimising cost of sales) by 7 percentage points
• Mentoring 2x UAE talent with an emphasis on growth & strategic oversight
• Working closely with the Chief of Investments on the ongoing divestment of non-core assets - estimated at $400m

• Partnered the SVP Technical Operations, delivering financial efficiency with a bottom line impact
• Led a team of 6 to deliver strategy & oversight of ~$900m annual budget while enabling the digital transformation of Etihad's maintenance division
• Introduced & resolved $250m negotiations with Boeing Components through a 10-year strategic cash flow impact resulting in joint venture partnership between EY and Boeing
• Re-structured legacy engine contract with GE with a 15 year $1B strategic savings to Etihad
• Delivered $80m negotiation strategy with EA by restructuring legacy 6 year contract, accomplished within 3 months
• Designed & executed the five-year plan, in excess of $1b within a 2-week window in response to CV19
• Consolidated governance & control by initiating automated forecasts that track future spend, $20m avoided in penalties
• Restructured manpower costs through a time-motion analysis and financial modelling ~$15m reduction in cost
• Spearheaded adoption of e-techlog resulting in double digit savings and record cycle times
• Devised a negotiation strategy with global fuel suppliers, across 90 countries, ~ $200m benefit over 3 years
• Achieved a leaner, more resilient organisation with enhanced operational efficiencies through automation

• Key transactions / advisory roles - Advised clients with focus on mergers, debt raises, strategic reviews and statutory audits
• Auditor on SEC & public listed companies, covering pan India tax & statutory audits