{"id":1409,"date":"2014-09-12T14:41:58","date_gmt":"2014-09-12T14:41:58","guid":{"rendered":"http:\/\/www.aramon.hr\/reference-2\/"},"modified":"2015-02-19T14:29:04","modified_gmt":"2015-02-19T14:29:04","slug":"reference","status":"publish","type":"page","link":"https:\/\/www.aramon.hr\/en\/reference\/","title":{"rendered":"Reference"},"content":{"rendered":"
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Within the past five years a hundred projects have been carried out for about fifty companies.<\/h2><\/div>
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These include various forms of cooperation, such as the ones listed below.<\/h4>\t<\/span><\/span>\n<\/div>\n\n\n\t\t<\/div> \n\t<\/div> \n<\/div><\/div><\/div>
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Business analysis<\/a><\/h4>

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Restructuring plans<\/a><\/h4>

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Strategic business plans<\/a><\/h4>

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Interim management<\/a><\/h4>

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Pre-bankruptcy settlements<\/a><\/h4>

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Finance mediation<\/a><\/h4>

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Silvio Gali\u0107<\/h2><\/div>\n\t\t<\/div> \n\t<\/div> \n<\/div><\/div><\/div>
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WORKING EXPERIENCE<\/h4>\t<\/span><\/span>\n<\/div>\n\n\n\t\t<\/div> \n\t<\/div> \n\n\t
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PROJECT MANAGEMENT EXPERIENCE<\/h4>\t<\/span><\/span>\n<\/div>\n\n\n\t\t<\/div> \n\t<\/div> \n<\/div><\/div><\/div>
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Privredna banka Zagreb d.d., April 1985. to December 1994.<\/a><\/div>
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Administrative clerk, Expert Associate and Assistant to Head of Department (gradual progress)<\/p>\n

Jobs \u2013 negotiation, analysis and financial structuring solutions for the companies within the processing industry in Croatia<\/p>\n\n\t\t<\/div> \n\t<\/div> <\/div><\/div><\/div>

Raiffeisenbank Austria d.d., January 1995. to December 1996.<\/a><\/div>
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Head of Corporate Banking Department for SMEs<\/p>\n

Jobs \u2013 Startup project on the establishment of a new bank, organizing of all the business activities within the department, negotiation, analysis and financial structuring solutions for the companies in Croatia<\/p>\n\n\t\t<\/div> \n\t<\/div> <\/div><\/div><\/div>

Magma d.d. Zagreb, January 1997 to December 1998<\/a><\/div>
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Director of Finance, Board Member and Chief Financial Officer<\/p>\n

Jobs \u2013 organizing of the financial sector, setting up of the financial reporting system, financing development and driving an aggressive sales growth (average annual growth rate >25%) \u2013 credit portfolio increased within the period of 2 years by 3,5 times in working with 7 commercial banks, annual business plans and budgets<\/p>\n\n\t\t<\/div> \n\t<\/div> <\/div><\/div><\/div>

Europapress holding d.o.o. Zagreb, January 1999 to May 2000<\/a><\/div>
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Director of Finance and Controlling<\/p>\n

Jobs \u2013 setting up of the financial reporting system, cost control, consolidation of ten associated companies, annual business plans and budgets<\/p>\n\n\t\t<\/div> \n\t<\/div> <\/div><\/div><\/div>

Automehanika d.d. Zagreb, June 2000 to April 2001<\/a><\/div>
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Director of Finance and a Board Member of TM Grupa<\/p>\n

Jobs \u2013 financial monitoring of business operations, consolidation at the group level (8 associated companies in Croatia and 2 in Bosnia and Herzegovina), improving financial reporting system<\/p>\n\n\t\t<\/div> \n\t<\/div> <\/div><\/div><\/div>

Koestlin d.d. Bjelovar, May 2001 to May 2002<\/a><\/div>
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CEO (Managing Director)<\/p>\n

Jobs \u2013 mostly Crisis Managment and preparation for sales<\/p>\n

The existing situation \u2013 production for 3 days per week, suspended funding by banks, scarce distribution resources, multiannual decline in sales, obsolete technology<\/p>\n

Achieved results \u2013 a narrower span of management was established (formed exclusively by the Company’s members); restructuring of the obligations towards the suppliers and banks, and the providing of working capital; the concluding of an agreement with Podravka d.d. on the sales and distribution within the region; the halting of sales decline; partial Koestlin brand identity revitalization \u2013 the right name for a cookie; increased productivity by means of reducing the number of employees by 25%; the applying of the ISO 9001 standard and the preparation of HACCP; modernization of technology on a small scale; the achieving of sales towards a strategic partner<\/p>\n\n\t\t<\/div> \n\t<\/div> <\/div><\/div><\/div>

Sljeme d.d. Zagreb, June 2002 to May 2003<\/a><\/div>
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CEO (Managing Director)<\/p>\n

Jobs \u2013 mostly Crisis Managment<\/p>\n

The existing situation \u2013 perennial stagnation, with a bankruptcy proceedings in the past, obsolete technology, scarce distribution resources<\/p>\n

Achieved results \u2013 a narrower span of management was established (formed exclusively by the Company’s members); improved distribution; a significant increase in sales (from 90 to 150 million HRK); working capital provided; personnel restructuring (\u00bc of the employees changed position within 1 year); the preparation of HACCP; improved organization; redesign and the strengthening of the Sljeme brand<\/p>\n\n\t\t<\/div> \n\t<\/div> <\/div><\/div><\/div>

Karolina d.o.o. Osijek, June 2003 to November 2006<\/a><\/div>
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CEO (Managing Director)<\/p>\n

Jobs \u2013 comprehensive restructuring and sales to the strategic partner; Karolina (the former Sloboda) operated within Lura d.d. until January 2006 (as the Cookie Department, along with the Dairy and milk Products Department, and the Beverage Department)<\/p>\n

The existing situation \u2013 an outdated and non-competitive company (technology, organization, market performance), low productivity and a too wide area of business activity (retail, bakery, cake production)<\/p>\n

Achieved results \u2013 an updated and strengthened management; the reduction of the number of employees by 60% within 2 years (from 960 to 350); the elimination of the non-profitable cake and pastry production; improved sales network; the identifying and selling of the retail chain (sold to Konzum); the repositioning of the 2 key brands: Bobi and Jadro, the redisigning of the Moto brand; the implementation of the SAP (6 modules); the preparation of HACCP; increased productivity (sales per capita) within 2 years by >60%; the company was sold to the strategic partner Lorenz Bahlsen Snack World, Germany at the beginning of 2006<\/p>\n\n\t\t<\/div> \n\t<\/div> <\/div><\/div><\/div>

Eurobev d.o.o. Zagreb, December 2006 to November 2007<\/a><\/div>
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CEO (Managing Director)<\/p>\n

Jobs \u2013 preparation of sales to the strategic partner; 100% of shares were bought by Badel 1862 d.d.; within the Badel Group, the focus was on the integration and reorganization of the entire group (based on a project by Deloitte)<\/p>\n\n\t\t<\/div> \n\t<\/div> <\/div><\/div><\/div>

Lipa Mill d.d. Zagreb, December 2007 to June 2011<\/a><\/div>
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Business activity \u2013 production and sales of office and school supplies \u2013 paperback and hardcover notebooks, envelops, registries and folders<\/p>\n

CEO (Managing Director)<\/p>\n

Jobs \u2013 restructuring and long-term positioning of production programs and sales to strategic partners<\/p>\n

The existing situation \u2013 obsolete technology, narrow market and weak competitiveness, perennial gradual decrease in sales<\/p>\n

Achieved results \u2013 strengthened management (formed exclusively by the Company’s members) and organization (informatization, reporting system); increase in sales in 2008 by approximately 10%; modernization of technology (within 1 year the investment was achieved which was 4 times bigger than the amortion), increased production efficiency, increased productivity (increase in sales per capita 2008\/2007 >30%); on the 1st of December 2008 business School (business \u0160kola) was sold, and on the 1st of January 2009 business Envelopes (business Kuverte) was sold; the production of registries was restructured to the level of achieving a positive financial result and prepared for the sales (or a joint investment), in June 2011 the process of liquidation was initiated; at the end of the restructuring process what remained was the company Donje Svetice nekretnine d.d. (with a valuable real estate and practically with no financial liability) and Lipa Mill grupa d.d. as a holding company, with minor financial liabilities.<\/p>\n\n\t\t<\/div> \n\t<\/div> <\/div><\/div><\/div>

Since February\/2009 the business consulting service within his own company Aramon d.o.o., Zagreb is developing gradually, which includes the following:<\/a><\/div>
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