Gergely Tölgyesi

SEON is Hungary's fastest growing scale-up company, but it lacked a formal finance function when I arrived. I led the establishment of a comprehensive finance function suited to a $50 million revenue company, strengthening operational controls, and positioning the business for further venture funding. Key areas I developed included:

• Established KPI tracking and reporting framework to measure business performance and inform leadership decisions.
• Designed and led end‑to‑end financial planning, covering revenue, margins, working capital and cash flow.
• Built and managed invoicing and accounts receivable functions; implemented SEON’s first fully automated billing system to reduce manual billing effort.
• Produced regular and ad‑hoc forecasts of key financial metrics to support operational planning.
• Supported the executive team with ad‑hoc analysis and complex scenario modelling for strategic decisions.
• Prepared financial analyses and forward‑looking projections for two venture capital funding rounds, contributing to due diligence materials.

Led continuity of the finance function while folding a small, specialised unit into larger divisions, preserving operational stability, ensuring compliance, and securing endorsement from both local leadership and regional finance.

• Served as business process owner for month‑end close, forecasting and cash management, coordinating local and outsourced finance teams to ensure timely, accurate delivery.
• Reengineered planning and reporting processes, improving accuracy and strengthening trust with senior business‑unit leadership.
• Supported achievement of profitability targets through detailed product‑level profitability analysis and precise forecasting of liabilities to the Hungarian National Health Insurance Fund (drug tax).
• Advised the country manager with projections and scenario modelling for negotiations with the National Health Insurance Fund.
• Led integration of finance processes after the merger of Danone’s Early Life Nutrition and Advanced Medical Nutrition divisions, ensuring continuity and harmonized controls.
• Contributed to the project team that designed the organizational blueprint and delivered cost‑savings across the CEE region in the merger of Danone’s Specialized Nutrition and Dairy divisions.

I served as the FP&A Manager dedicated to the Belgian horeca division, with a net turnover of over $300 million.

• Managed the P&L of the Belgian horeca business unit: closing, discount accrual management, forecasts, and budgeting processes.
• Assisted in corrective action plans and successfully delivered challenging cost-saving targets in the framework of the company's zero-based budgeting process.
• Reengineered the department's budget responsibility and reporting structure, following the restructuring of the sales team.

Entry-level position in AB InBev's Shared Service Center.

• Supported the regional finance team in its consolidation and reporting processes.