MARWAN ALKATEB / INTERACTIVE PORTFOLIOBUSINESS · DATA · PEOPLE

The Decision Room.

Step into a situation. Make a choice. Discover how I think.

Four decisions.
One connected plan.

ILLUSTRATIVE CHALLENGE

Three reports. Three different answers. A team needs a financial picture it can act on.

Clarity

Where would you begin?

Finance and Operations are using different totals for the same period. Everyone has a spreadsheet that makes sense to them.

Trace one disputed measure back to its source.Bring the report owners together first.Sketch a shared management dashboard.

The situations are illustrative. The experience and methods behind them come from my finance, operations and transformation work.

01 / THE EXPERIENCEWHAT I BRING INTO THE ROOM

There is real work
behind the questions.

My depth is in finance and operations transformation, structured business data, Power BI evidence, operating models and implementation.

Finance & operationsERP & business dataProcess improvementStakeholder alignmentPractical AI

Business understanding that reaches across disciplines.
Depth in turning change into daily work.

01 / DELIVERY EXPERIENCE

Europastry

ERP & Finance Operations Continuous Improvement Lead
May 2024–present · Netherlands

I connect orders, materials, inventory, production, delivery, invoicing, reconciliation and reporting through SAP and Oracle JDE, contributing to ongoing and completed transformation projects across three Dutch plants.

3Dutch plants

11People in the operating team

Open the delivery notebook+

From records to useful information

I extract, consolidate and structure financial and operational data from SAP, Oracle JDE and departmental Excel files, preparing datasets for Power BI and financial controlling KPIs.

Ownership in everyday work

I map procure-to-pay, order-to-cash and record-to-report, clarifying owners, controls, handovers, exceptions and KPIs. 5S helps organise invoice records and financial information alongside the process itself.

Following the impact

Structured data and Power BI visuals support improvement priorities and review of operational changes and financial effects, including costs, cash and working capital.

Practical AI

I test small applications of AI agents, Power Apps and Copilot Studio for analysis, workflow documentation and decision support, checking outputs against source information.

02 / DELIVERY EXPERIENCE

Yıldız Holding–Ülker

Strategy & Operations Manager
January 2020–August 2023 · Türkiye

I translated organisational priorities into business cases, transformation workstreams and implementation plans, connecting direction with the people responsible for delivering it.

“A direction.
An owner.
A way to review the change.”

Open the delivery notebook+

Evidence for the business case

I used structured data delivered through reporting pipelines and presented in Power BI to support business cases, prioritise transformation and continuous improvement, and assess implemented changes.

Governance and operating models

I developed decision rights, process accountability and KPI ownership with finance leaders and process owners, connecting management visibility with responsibility.

Implementation and adoption

I combined Power BI evidence, stakeholder input, process mapping and root-cause analysis to guide implementation and management decisions. I coordinated cross-functional delivery, reviewed outputs and supported adoption.

The foundations I still return to+

F&N, Malaysia. Lean and Kaizen across SAP-supported finance, production and distribution; value-stream and root-cause sessions connecting financial outcomes with yield, waste, service, capacity and working capital.

Nestlé, Malaysia. An operations internship followed by part-time improvement work during my studies, building daily-management and standard-work habits.

Toyota operations, Misurata. A one-year Toyota Production System placement during 2010–2011, before activities were interrupted in 2011.

Al Naseem, Libya. Part-time production work, quality checks, materials and handovers—the frontline foundation for understanding operational performance.

02 / THE ARCHITECTUREAN INTERACTIVE DESIGN PROPOSAL

Follow a record.
Find the decision.

This proposal extends the source-data-to-Power-BI approach I use in delivery. Explore the layers and the questions I would ask with technical specialists.

LAYER 01 / SAP · ORACLE JDE · BUSINESS RECORDS

What does one record actually represent?

Retain the source system, legal entity, document or line identifier, relevant dates and unit of measure. Define invoice-line and stock-movement grain separately.

A record you can trace and explain.

Across every layerOwnershipAccessLineageQualityMonitoringCost

The platform follows the problem.

These options overlap. I would compare them against the same business and technical requirements with the architect.

ROLE IN MY PROPOSAL

An integrated analytics option

My portfolio considers OneLake with ingestion and engineering capabilities, followed by a governed semantic model and Power BI.

WHAT I WOULD ASSESS

Fit with the Microsoft environment, available skills, data access, reporting requirements and capacity use.

Ownership, access and traceability+

Agree domain owners, stewards, critical fields, definitions and quality rules. Specify role-based access, service identities, source-to-report lineage and audit needs. Catalog visibility and access to the source data need separate attention.

Unity Catalog and Microsoft Purview are part of my governance learning and architecture discussions, with their role assessed against the organisation’s data environment.

Reliability, cost and AI evaluation+

Agree refresh needs, monitoring, incident ownership, restart behaviour, environments and release controls. Review capacity and compute use alongside the business value.

A predictive use case would need a defined target, suitable history, evaluation criteria and monitoring. Reusable model inputs or a feature store would be considered where the workload justifies them.

My contribution is to establish the business objective and value, lead stakeholder alignment, organise requirements and dependencies, and keep acceptance and adoption in view. Architects and engineers shape and implement the technical design with me.

03 / THE FIRST ASSIGNMENTA PROPOSED 90-DAY APPROACH

Move the plan
into the room.

Explore how I would structure an initial assignment with business and technical colleagues.

THE FOCUS

Understand before committing.

Explore the objective, process, data environment, stakeholders and constraints. Agree one priority use case.

Which decision should this assignment help improve?

REVIEWABLE OUTPUTS

Problem statement and current-state map
Stakeholder map and baseline
Scoped requirements

Shaping an engagement

Begin with the outcome and decision that need to improve. Translate discovery into scope, deliverables, responsibilities and an achievable sequence. Work with the engagement team on estimates, assumptions, dependencies and risks.

Leading the delivery

Keep workstreams, decisions and dependencies visible. Review outputs, communicate with stakeholders, resolve priorities and support colleagues through workshops, practical guidance and feedback.

Agreeing the measures

Depending on the use case: completeness, exceptions, reconciliation differences, refresh reliability, validated decision time, adoption and rework. Financial benefits need a baseline, validated calculation and accountable benefit owner.

04 / STILL BECOMINGEXPERIENCE + CONTINUED LEARNING

The next layer
is still being built.

My current development extends into Fabric, Databricks and Snowflake: pipelines, lakehouse layers, semantic models, governance and AI enablement.

COMPLETED · 9 SEPTEMBER 2026

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