Naim Choueifaty

With extensive experience spanning the management of internal audit, governance, and risk, combined with a robust academic background culminating in ongoing studies towards an Executive Master’s degree in Business Administration (EMBA), and a recent Diploma in Corporate Governance, I am now seeking further opportunities and new challenge in my professional steps.

As you will see from my attached CV, I have enjoyed over a decade of experience, including recent success as Head of Internal Audit and Risk at a leading multinational and regional companiesacross the Middle East, Europe, and Africa. During this time, I have acted as a trusted adviser to senior executives and decision-makers on Governance, Business planning and expansion, Capital investments, emerging risks, and control issues. I am not only used to wearing many hats; I sincerely enjoy it; I thrive in an environment where no two days are the same.

I attach my CV for further information. However, a snapshot of my highlights which could be good assets for future considerationsincludes but is not limited to:

• Improved efficiency of internal controls, risk management, and governance processes by establishing robust infrastructure with a systematic, transparent, scalable, and disciplined approach to internal audits.

• Played a crucial role in continuous Governance improvements, changes, and transformations in alignment with enterprise objectives.

• Built an integrated enterprise risk framework for the entire organization, covering risk quantification, mitigation planning, stress testing, and simulations.

• Influenced and negotiated with CxO / Board-level stakeholders to elevate financial and operational performance, Control Environment, and Control Activities.

The opportunity to work with you is of particular interest to mebecause it will leverage my career to a higher level.

OBEGI CHEMICAL GROUP AND OBEGI CONSUMER PRODUCTS GROUP, Levant, Gulf, Europe, Africa ​ 2016-Present

Head of Internal Audit and Risk

Drive internal audit and risk management for manufacturers and distributors of chemical products / FMCG – employing 800 staff members and generating over $600M in revenues annually. Oversee financial operations and technology audits as well as reporting and remediation. Trusted adviser to senior executives and decision-makers on capital investments, emerging risks, and control issues; embedded culture of performance excellence in consulting and business advisory engagements. Build and manage integrated enterprise risk framework; quantify risk limits and perform stress tests and simulations while advising key stakeholders on risk posture throughout the business.

Key Performances:

• Pivotal in establishing the Internal Audit department from scratch by creating the IA charter, IA Plans, and IA Handbook as per the International Professional Practices Framework IPPF of the Internal Audit.

• Established the Risk department from scratch by creating the Risk Charter, ERM Framework, and ERM Handbook as per the COSO ERM and ISO 31000 Frameworks.

• Improved efficiency of internal controls, risk management, and governance processes by establishing robust infrastructure with a systematic, transparent, scalable, and disciplined approach to internal audits.

• Elevated performance and deliver savings in millions of USD by promoting best practices, identifying opportunities for cost reductions, systems standardization, and processes globalization.

• Played a key role in continuous improvements, changes, andtransformations in alignment with enterprise objectives.

• Recruited, built, and retained a talented, high-performing team of 8 strong auditors – maintaining a top-quality internal audit organization respected by the Obegi Group of companies.

• Instilled a focus on (and awareness of) emerging risks while defining and monitoring risk mitigation strategies and supporting functional managers to secure risk mitigation funding.

• Served as a sponsor for the Microsoft Dynamics 365 new ERP installation.

• Maximized internal audit group performance by staying abreast of the latest practices and tools.

Key Contributions:

• Detecting accounting manipulations and concealment for millions of USD.

• Performed recommendations for the whole company's expenses cycle that saved more than 2 M $ (Purchasing, Inventory, Assets, Travel, and General Expenses).

• Successfully detected 3 Fraud cases.

• Recommended rectifications as part of a consultancy project for the Delegation of authority process which had ameliorated the process lead time by 20%.

• Excelled in recommending new control procedures for HR activities which saved 15% of the department's total cost.

• Recommended new control procedures for Insurance and credit management which decreased their expenses by 30%.

SITE TECHNOLOGY GROUP, Levant and Gulf ​2013-2015

Head Group Internal Audit

Oversaw the internal auditing of a large corporation with over a thousand employees and yearly revenues of over half a billion dollars. The firm specialised in construction projects related to low current, power, and infrastructure. In charge of creating the I.A. department's risk assessments, and audit plans, monitoring performance, and controlling the budget. Provided the Board of Directors with audit findings. Coordinated recruitment, instruction, and management of the team.

Key Performances:

• Authored and maintained Internal Audit Charter in line with IIA standards and guidelines.

• Orchestrated audit engagements in Lebanon, UAE, KSA, Qatar, Iraq, and Jordan – ensuring compliance with strict schedules, standards, budgets, and objectives.

• Establishing the Internal Audit department from scratch by creating IA Plans, and IA Handbook as per the IPPF of the Internal Audit.

• Conducted thorough investigations of fraud and embezzlement cases.

Key Contributions:

• Detecting contractual fraud related to product specification and installation.

• Recommending new control procedures for PME usage which had decreased the related expenditures to around 15%.

• Detecting continuous Fraud cases related to contractors which had cost the company around 0.5 M $.

HOLCIM LEBANON (LAFARGEHOLCIM), Lebanon andCyprus​ 2010-2013

Head of Internal Audit

Spearheaded internal audit operations (from planning to reporting findings) of cement manufacturers comprising 400 employees generating over $300M in revenues annually. Developed audit plans applying risk-based methodology (“Lebanon and Cyprus”). Reviewed internal control and quality assurance systems as well as new policies and procedures – identifying issues and reporting findings. Submitted IA compliance reports and IA country summary reports to Group IA annually.

Key Performances:

• Ensured compliance with policies, procedures, laws, and regulations via control of related systems.

• Oversaw attainment of established objectives, reviewing projects and programs to address issues.

• Reported material misuse of funds, embezzlement, fraud, and/or internal control weaknesses.

• Performed Internal Control System (ICS) review – Swiss equivalent of US SOX.

• Delivered audits on time, within budget, and in alignment with top-quality standards.

Key Contributions:

• Delivered audits on time, within budget, and in alignment with top quality standards identified the deficiencies, and recommended corrective action plans for the weight bridge calibration of the VRAC shipment that increased revenues in this mentioned area by about 5 % for Lebanon and Cyprus.

// Professional Experience and Achievements continued ​

// Early Career Summary ​

ALFA TELECOMMUNICATIONS, Lebanon ​2005-2010

Head of Total Quality Management (promoted from Head of Internal Audit / Financial Auditor)

Coordinated global quality strategy, encompassing creation, rollout, andmanagement of QA systems across Lebanon telecom operator with 700 employees generating $1.5B+ revenues annually. Maintained processes, procedures, forms, and work instructions up-to-date.

• Headed cross-functional implementations, performance analysis, andquality assurance systems to ensure compliance with deadlines and QA cycles.

• Worked collaboratively with senior and middle management to meet set deadlines.

• Defined and communicated Key Performance Indicators (KPIs) to measure performance as well as drove efforts of quality specialists and quality auditors’ team of 4 quality auditors dedicated to performance excellence.

LEBANESE CANADIAN BANK, Lebanon ​2002-2005

Internal Senior Auditor

EMBA- From ESCP 

BS-from university Holly Spirit