In 2009, he successfully parachuted into Tengchuang Technology. After full investigation, he built a clear financial strategy development idea for the company and laid a solid foundation for the subsequent promotion and continuous improvement of financial management level. On this basis, the financial management system gradually established provides strong support for the rapid and healthy development of the company.
After joining the company, it faces many difficulties, such as bad financial environment, increased financing cost and higher bank lending threshold, especially the lack of support for small and medium-sized private enterprises, especially for new companies that have been established less than two years, have no collateral as a guarantee, and have no large companies listed or guaranteed. Since June 2009, all documents (PPT) for financing negotiations have been actively prepared during the one-month employment. Clearly and professionally present the positioning/vision/mission, development strategy, sales management, macro market situation, store operation management, product category strategy, talent introduction mode, training system, finance and risk management system of the whole group to the negotiators of major banks/guarantee companies/capital platforms from the strategic perspective of CFO. After 40 rounds of negotiations, it finally won the height of financial institutions. In the next two years, he actively led the financial team, and through dozens of rounds of financing negotiations, the Group revitalized the upstream accounts payable/internal accounts receivable. In more than two years, it has brought about10.50 billion financing loans to the group, and the interest rate is far lower than the market level in the same period. In order to strengthen the group's concept of "cash is king", the group has implemented the management mode of "capital occupation fee". Any subsidiary that occupies the group's financial resources should charge an occupation fee higher than the bank loan interest rate 15%, and urge the subsidiary manager and the supply chain manager/financial manager to improve the management quality of accounts receivable/accounts payable/inventory turnover, with good results. After joining the company, he led the finance team to continuously improve various financial-related process systems, and successively formulated and promulgated more than 50 systems, processes and operation manuals, including group accounting system, tax management, fund management, budget control, reporting guidelines and processes. 20 1 1 further improved and updated the key system. Tengchuang Technology has established a relatively complete and effective financial system, which provides a strong guarantee for the development of various management work and business development.
Enterprise comprehensive risk management
At the end of 2009, he led the financial team to start the company's comprehensive budget project, which was continuously deepened and improved on 20 10, 20 1 1, which played an indispensable and positive role in the promotion and improvement of the company's management, strategic planning and the achievement of annual business objectives.
Investor Relations
Zou Zhiying actively maintains good relations with all kinds of shareholders and potential investors, and transmits information beneficial to the company's development on any occasion, which has won great trust and appreciation from existing investors. After joining the company, it took less than 65,438+0 years to build the financial team with basic accounting functions into a "field army" with high execution, including accounting and tax management, fund management, plan analysis, subsidiary management, internal audit and internal control functions, and established a clear group management and control model of parent and subsidiary companies, which provided strong support for further business development. At the same time, by constantly improving the professionalism, professionalism and maturity of team members, we will output valuable work results for the company and turn "the finance department is the department with the worst reputation in the whole group" into "the department with the best reputation in the whole group".
Tengchuang information construction of science and technology: Zou Zhiying put forward many ideas and her best practices on information construction when she was the IT director at Merck in the past. She pointed out that it is an architect and should adopt the building block principle to set up the system architecture. Pay attention to "safety, timeliness and coordination", clearly understand the strategy of enterprises and functions, and then use IT means to achieve it. She put forward many suggestions on the construction of ERP and financial /HR IT modules in the company, which were adopted.
capital operation
Tengchuang has acquired eight subsidiaries in the past two years. Zou Zhiying played an important strategic leading role in the process of mergers and acquisitions. She proposed that the company should set qualitative and quantitative indicators in the latitude of "strategy, business, operation, finance and compliance", and actively design financial /HR/ compliance models and templates for actual mergers and acquisitions; And put forward many suggestions on what to pay attention to/how to formulate standards in the early, middle and late stages of M&A, and actively did a lot of cultural integration work, personally carried out various incentive trainings, so that the acquired employees fully felt the warmth of "home" and realized the corporate culture atmosphere of "entrepreneurship/innovation/happiness/growth", so that Tengchuang not only married a beautiful daughter-in-law, but also gave birth to a fat boy. 20 10 to 20 1 1, design and implement the project of increasing income and reducing expenditure. Through reasonable planning and effective promotion, it has brought the company 4798.85438+00000 yuan of cost savings and tax optimization benefits, which exceeded the expectation119.5438.0000000006 This project not only fully embodies the entrepreneurial and innovative corporate culture, but also makes a direct contribution to the improvement of enterprise operating efficiency.