Teddy Pratomo, RNA (Ak.
), CPMA, ASEAN CPA
Basic Data
Teddy.pratomo@gmail.com
Teddy.p.mangkusastro@gmail.com
(+62)822-91901619
www.linkedin.com/in/tpmangkusastro
Summary
Finance professional with 14 years of
experiences and has expertise in
financial planning and analysis (FP&A),
cost controlling and efficiency,
business controlling, business finance,
and commercial finance, and has
proven tracks in aviation, tobacco,
business consulting (PR agency), and
financial technology (fintech)
industries. I had experiences in
managing a team both small (less than
5 peoples) and large team.
My past professional awards include
APACMEA Best Project Controlling
Model in Edelman (2018), Garuda
Indonesia Enterprise Risk
Management (ERM) Award 2014,
Garuda Indonesia Top 10 Innovation
Award 2013.
Expertise
Finance related skills:
1. Financial Planning and Analysis
2. Project and Cost Controlling
3. Finance Business Partnering
4. Management Accounting
5. Operational Accounting
6. Financial Modelling
7. Financial Operations
8. Procurement.
Nationality : Indonesia │DoB : April 6th, 1987
Education
• Master’s degree – Master of Business Administration
(MBA)
July 2021 – June 2023 (Expected)
SBS Singapore Business School
o Majoring in general business (online and remote class)
• Non Course Degree – Management of Aviation
June – July 2010
SBM Institut Teknologi Bandung (SBM – ITB)
o Covering finance, marketing, and aviation operational.
• Bachelor’s degree – Economics (SE)
July 2005 – July 2009
Universitas Indonesia (UI)
o Final GPA: 3,29/4.00
o Majoring in accounting and finance.
Professional Experiences (Full and Part-Time)
IDExpress (PT. IDExpress Logistics Indonesia)
Head of Finance Controlling and BI – Apr 2022 to Oct 2022
• Fixed-term contract position (6-months), not extended due to mass laying-
off process by company in Q3 – Q4 2022.
• Main responsibilities of this position include managing performance
forecasting process, creating financial model (3-statements level), creating
product profitability report, cost controlling, cost efficiency initiatives,
financial operations (FinOps), managing data warehouse, and performance
dashboard for company KPI’s evaluation.
• My milestones were successfully improving management report preparation
days from 2 weeks to 5 days, creating Management Report Dashboard
System (MRDS), and financial model for Alfatrex pricing scheme.
Flip.id (PT. Fliptech Lentera Inspirasi Pertiwi)
Senior Financial Controller – Feb 2021 to Apr 2022
• My main responsibilities include managing budgeting and monthly forecasting
process, management report, improving procurement flow (including
creating SOP for procurement up to invoice payment), financial operations
management, cash and bank balance management, marketing expenses
evaluation, financial compliance review, and business process improvement.
Furthermore, I had been involved in YE Auditing Process for FY 2021 and
company’s annual budgeting for FY 2022.
• My products were finance performance dashboard to control spending vs
budget detail (revenue and cost), creating all finance operations documents
(PR, PO, GR, PV, and Payment Request), marketing expenses reconciliation
table, and implementing ticketing system for PR-PO-Payment monitoring
process in 2021 using JIRA System.
• My milestones were faster reporting process from 10 days to 6 days (after
closing), improved compliance regarding Fin Ops (AP payment scheduling,
ToP compliance, and PR PO GR compliance) from 4 cases/month to just 1
case/3 months in average, and accuracy of PO realization to invoice of
marketing expenses with 96 pct accuracy in 2021.
System and tools:
1. Microsoft Excel
2. Microsoft Powerpoint
3. SAP-FICO (Accounting)
4. XERO (Accounting)
5. IBM TM1 (Budgeting)
6. Anaplan (Budgeting)
7. Microsoft Power BI
8. Visual Basic Application (VBA)
9. Java (Programming)
10. Google Sheets
11. Google Data Studio (GDS)
Language
1. Bahasa Indonesia (Native)
2. English (Business Purposes)
3. Japanese (Elementary)
Certifications
1. ASEAN Chartered Professional
Accountant (ASEAN CPA) ® -
ASEAN Chartered Professional
Accountant Coordinating
Committee (Aug 2020)
2. State Registered Accountant
(Ak./RNA) – PPPK Depkeu (2019)
3. Certified Professional
Management Accountant (CPMA)
® – IAMI (2016)
4. Certified SAP FICO – Garuda
Indonesia (2014)
5. Certified Integrated Airline
Manager – IATA (2010)
6. Management Development
Acceleration Program – ITB
(2010).
Training Programs
1. FP&A Forum – Artificial
Intelligence and Machine Learning
for FP&A (2020)
2. FP&A Forum – ZBB Best Practices
on Takeda (2020)
3. FP&A Forum – Engaging Intelligent
FP&A within Uncertainty (2020)
4. Lean Six Sigma (LSS) Concept and
Implementation (2020)
5. Lean Six Sigma (LSS) for Industry
4.0 (2020)
6. Leadership skills by Traveloka
(2020)
Head of Financial Planning and Analysis (FP&A) – Sep 2020 tp Feb 2021
• My responsibilities were leading company’s annual budgeting for FY 2021,
managing company’s Financial Due Diligence for Series-B funding, involved
in investor relationship meeting, and investor pitching deck creation.
• My innovations were implementation of Flip.id Digital Product Performance
Dashboard that help product team in improving digital product’s margin by
4 pct in Q2 2021 (QoQ), and B2B performance dashboard that help B2B in
maintaining client.
• We have successfully handled Flip.id annual budgeting for FY 2021 and Long-
Term Development Planning (LTDP) from 2021 to 2023 and complete it
100% in December 2020.
Traveloka (PT. Trinusa Travelindo)
(Post-Lay Off) Commercial Finance Advisor – Apr to Oct 2020
• Post-laid off 6 months contract position for handover process and transition
of ownership of system, tools, SOP, and business process in commercial
finance.
Senior Manager of Commercial Finance – Oct 2019 to Apr 2020
• This position was heavily exposed to monitor Advertising and Promotion
(A&P) and discount budget allocation per product along with its realization
into accrued expenses and actual expenses, besides maintaining 24
marketing finance SOPs and initiating finance compliance audit in Jan-Feb
2020.
• My milestones were successfully implementing framework that improve
budget to accrual conversion rate to approximately 92 (fair realization rate)
percent in average from Dec 19 to Apr 20, while helping active users to
grow by more than 20 pct yoy in 2019, and successfully reducing total cases
related to marketing finance for commercial department from 30 cases per
month (in average) before Nov 2019 to become 2 cases per month (in
average) from Nov 2019 onward.
• Laid off and included in downsizing process by company in Apr 2020.
Senior Business Controller – Apr to Oct 2019
• This position was established to improve finance operational process, like
creating PR, PO, and GR form, creating flow of invoice from user to AP
department, and solve several compliance issues related to financial
operations for marketing department.
• My milestones were faster project approval from 7 days to 3 days in average
by implementing procurement Log, governing all procurement activities
(average 350+ PR and 600+ PO per month) for Commercial and Marketing
Department, and successfully solving finance operational cases valued more
than USD 12 million (110+ invoices) with two biggest digital vendors in just
2 months, preventing company’s marketing activities to be stopped by those
vendors.
Strategic Planning Manager – Oct 2018 to Apr 2019
• My responsibilities were initiating first commercial management report,
product’s gross margin quarterly forecast, commercial project log, and
centralized commercial performance data analysis.
• My milestone was faster management report preparation from 5 days to 3
days by utilizing product’s gross margin dashboard using GDS in 2018.
7. IAMI – Cost Management and
Value Chain to Face New Normal
(2020)
8. IAMI – Excel and Power BI for
Finance Manager (2019)
9. IAMI – Excel Technique for
Dashboarding (2017)
10. IAMI – IFAS No. 15
Implementation towards
Company’s Reporting (2017)
11. Universitas Indonesia – CPSAK
preparation (2016)
12. Universitas Indonesia – CPMA
preparation (2016)
13. Universitas Indonesia – CA
preparation (2016)
14. SAP FICO – Garuda Indonesia
(2013)
15. Garuda Indonesiva – Enterprise
Risk Management Implementation
and Balance Scorecard (BSC)
creation (2012)
16. Garuda Indonesia – Finance
Leadership Training (2012).
Edelman Indonesia (PT. Edelman Indonesia)
(Part-time Handover) Controlling Advisor – Oct to Nov 2018
• This position was 2 months part-time contract for handover purposes. My
Scope of Works (SoW) were optimizing financial model, PL performance
dashboard, and PPh 21 model for individual supplier and employees.
Business Finance and Accounting Manager – Mar 2017 to Oct 2018
• My responsibilities were managing end to end accounting activities, including
maintain daily entries to FINA/Accurate, withholding tax reconciliation, VAT
In/Out reconciliation, End-of-month (EoM) closing process, and balance
sheet listing. I was assigned as main PIC for YE auditing process for FY 2016
and FY 2017, and involved in company’s M&A plan in Q2 2017.
• My milestones were helping consulting team to manage average Project
CM% to be 71% in 2018, improved from 64% in 2017, reducing AR days by
6 days in 2018 (YoY), and increasing accrual accuracy by 97 pct in 2018
(YoY).
Subsidiary Finance and Accounting Manager – Oct 2016 to Mar 2017
• Finishing several projects like creating 3 statements financial model for
migration from PT. Indopasific Edelman to PT. Edelman Indonesia, project
of acquiring 4 local agents (2017), and profitability model for office space
upgrading projects (2017).
Japan Tobacco International
Australia Finance and Accounting Manager – Jan 2016 to Oct 2016
• Successfully keeping 0 percent error for PO to DO and OTC process of
Australia market in 2016, and improving management report preparation
from 4 days to just 1 day (2016).
Associate Financial Planning and Analysis Manager – Feb 2014 to Jan 2016
• Involved in annual budgeting process for FY 2015 and FY 2016. Budget for
Australia and Indonesia were sent in-time.
• Successfully helping commercial team to allocate trade marketing
investment (TMI) spending that led 20 pct sales growth and well-maintained
expenses toward budget (97 pct realization) for FY 2015 (YoY).
Garuda Indonesia
Reg. Business Controlling and FP&A Asst. Manager – Sep 2012 to Feb 2014
• Successfully helping company to safe regional cost savings around IDR 142
bio in 2013 (YoY).
Senior Business Analyst – Jun 2011 to Sep 2012
Business Analyst – Mar 2010 to Jun 2011
Elga Langgeng Jaya
Accounting Officer – Apr 2009 to Mar 2010
(Part – Time) Jr. Accountant – Aug 2008 to Apr 2009
 Achievements
1. In just 2 months, completing Flip.id
annual budgeting in time for FY
2021, and LTDP 2021 to 2023.
2. Successfully implemented 24
commercial finance policies for
Traveloka (2019 – present)
3. Edelman APACMEA Best Project
Planning Template (2018)
4. Edelman APACMEA FL Summit
model presentation (2018)
5. Project Leader for creating Project
Planning Template and Divisional
Dashboard (Edelman – 2017)
6. Selected as main PIC of finance
process of JTI Australia (JTI –
2015)
7. Top 10 Garuda Indonesia
Innovation Award (2014)
8. Runner-Up ERM Award (Garuda
Indonesia – 2014).
9. Members of Executive Projects –
Low Season Preparation Singapore
Region (Garuda Indonesia – 2011).
Innovations
1. Flip.id Management Report
Dashboard (2021).
2. Traveloka Commercial
Performance Dashboard (2018)
3. Capacity Planning Dashboard –
Edelman (2018)
4. Project Planning Template –
Edelman (2018)
5. Marketing Expenses Realization
and OPEX Monitoring Dashboard
– JTI (2015)
6. Route Profitability Dashboard –
Garuda Indonesia (2012-2014)
7. OPEX and Marketing Spending
Monitoring Dashboard – Garuda
Indonesia (2014)
Project Experiences
Traveloka
Financial Guidelines Creation for Commercial Department – Feb 2019
• Step by step establishing financial procedures for commercial department
from Invoicing, procurement, taxation, up to payment process. 24 SOPs
were created from 2019 to 2020.
Procurement Business Process Improvement – Sep 2018 to Apr 2019
• Improving Procurement (P2P) process and policies for commercial
department. This project included improvement of P2P policies,
procurement log creation, and procurement tickets management.
Commercial Performance Dashboard – Nov 2018 to Dec 2018
• Establishment of commercial performance dashboard to improve
management reporting that will be used by Executives of Commercial
Department. Report preparation become faster in 2018.
Edelman
Implementation of Capacity Planning Dashboard – Sep 2018
• Successfully implementing capacity planning dashboard to help CM%
controlling and workload management of consulting team.
Implementation of Project Planning Model – May 2018
• Successfully implementing PL Practice Dashboard and Project Tracker
Model for Edelman Indonesia.
Implementation of Financial Model Process for Edelman – Dec 2016
• Successfully implementing financial model for many purposes, including M&A
activities, office relocation, and profitability management.
Garuda Indonesia
ERM Implementation and BSC Alignment – Jan 2013
Project Business Analyst for Singapore BO Improvement – Oct 2011
References
• Ferry Tjie (Ferry)
Group Finance Head at Flip.id Group
Phone : +62 818-0326-5980
• Dionisius Nathaniel (Dion)
Ex - Global Chief Marketing Officer (CMO) at Traveloka Group
Phone : +62811-1113-466
• Eva Ratnasari Yasin (Femma)
Director of Finance (CFO) – Indonesia at Edelman Indonesia
Phone : +62811-995-1095
• Lalu Salim (Lalu)
Ex - Financial Planning Analysis Manager at Japan Tobacco International
Phone : +62812-8446-5709
 Professional Portfolio

Chapter Page

Summary of Portfolio 1
Traveloka Commercial Performance Dashboard 2
Traveloka Commercial Performance Dashboard is a tools that summarize all
commercial metrics into single display. It gives insight behind the numbers to
Traveloka Commercial Executive

Accrual to Invoice Dashboard 3

Traveloka Accrual to Invoice Dashboard is used by Commercial and Finance
Department to evaluate accrual creation effectiveness to gain healthy Profit
and Loss Statement.

Capacity Planning Dashboard 4

Capacity Planning Dashboard is dashboard to evaluate profitability of project
and also Team Allocation effectiveness by each of Lead. This Dashboard is
used also for Forecast purposes

Project Planning Template 5

Project planning template is a tools that must be used by Consulting Team to
summarize profitability of potential project from current or potential Client.
By using this dashboard, every Consulting Team should choose project that
will create profit to company.

Route Profitability Dashboard 6

Route Profitability Dashboard is a dashboard to summary profitability of
product of Garuda Indonesia. It is used by Finance Controlling team to give
recommendation to each of Branch GM to manage their routes

Note:
*) Example of file will be submitted upon request.
 Traveloka Commercial Performance Dashboard
Date of Creation : November 2018
Date of Implementation : December 2018
Related Role : Strategic Planning Manager at Traveloka
Used Tools : Microsoft Excel, VBA, Google Data Studio (GDS)

Executives’ visibility toward trusted performance data is very important for digital company in order to
create fast and effective strategic decision. Previously before project establishment, data was scattered
in each product team without any consolidation process.

Goal of Commercial Performance Dashboard project is to give trusted and consolidated commercial
performance data that can be prepared immediately whenever executives need it. Also, dashboard is
created in most simple form to make user easily get the messages behind the number.

Process of dashboard creation was started by establishing one on one discussion with all of stakeholders,
especially Commercial Executives and Head of Center of Excellence. This point of view was converted
into rough design of Dashboard. From this discussion, I also get most important indicators that must be
analyzed in biweekly or monthly basis. After creating drafted design and knowing important metrics,
second steps was getting data from various department from multiple sources and system. Dashboard
initial draft was created in just three days, and its improvement based on User Acceptance Test took
two weeks. Fine tuning the design took one week. This Dashboard was upgraded by using GDS with
support from Data Analytics Team.

Project result:
• Faster data preparation and more trusted data for Commercial Executive meeting that was held
by bi-weekly basis. Data preparation and confirmation took only one day up to two days.
Process Flow of Creation:

Creator
Initiate
Summarize Create Initial Get related Initial Launch
user
discussion input Design Data

User
Give input
to
Creator

Dashboard display:
 Accrual to Invoice Dashboard
Date of Creation : October 2018
Date of Implementation : October 2018
Related Role : Strategic Planning Manager at Traveloka
Used Tools : Microsoft Excel, VBA, Google Data Studio (GDS)

Reliability of accruals that are created by marketing (commercial) team is very important to have
accurate Profit and Loss Statement. Correct and accurate accruals have characteristics that it must be
or at least have small variance with all of its actual (invoices) expenses.

Goals of Accrual to Invoice Dashboard is to get reliable accrual created by Marketing Department Team.
It also minimizes time to reverse accruals before month-end closing by Accounting Team.

Process of Accrual to Invoice Dashboard was started by initiating discussion with Head of Center of
Excellence (CoE) and Accounting Team to get to know accrual characteristics in Traveloka, and when
marketers do reversal process for their accruals (ID and Global). For second steps, I tried to find
sources of data, supported by Accounting Team, and the way how to acquire them. After got the data,
I try to build initial dashboard display and show it to Accounting Team. After creating initial display, i
made discussion with Accounting Team to inform how to utilize the Dashboard as main resource to
blast reminder to PIC of each campaign or Accrual item ID.

Result:
• This Dashboard was created for initial project for Accrual Monitoring project that is established
by Accounting and Marketing Team. It was fully utilized during Year End 2018 to do reversal
for unutilized Accruals and fixing Accrual to Invoice % to more than 97 percent (YE 2018).
Process Flow of Creation:

Creator

Set Discussion Search and Draft Initial Fine tuning and

with Acquire Data Display and do Launch the
Accounting from Accounting UAT Dashboard

Martics

Dashboard display:
 Capacity Planning Dashboard
Date of Creation : September 2018
Date of Implementation : September 2018
Related Role : Corporate Business Finance Manager at Edelman
Used Tools : Microsoft Excel, VBA

Project Contribution Margin % and Team Utilization % are two main metrics that are used by APAC
Finance Board to evaluate whether all of our projects and team effectiveness are well maintained in one
country. But getting data of those metrics will be painful because of scattered sources of data without
any consolidation and insight.

Goals of Capacity Planning Dashboard is to give APAC and Indonesia Finance Board about healthiness
of Project and Team Management in Indonesia Market, using one reliable source. This dashboard is
created also to give better insight to Consulting Team if they are fairly giving services to client.

Process of creation of Capacity Planning Dashboard is started with discussion with Indonesia and APAC
Finance Executive to know list of most important metrics and their formula. After I got list of important
metrics, I established discussion with Indonesia FP&A Executive to know if they have link to all of trusted
data sources. FP&A Team also gave support in preparing capacity monthly table. After FP&A were
finished in preparing capacity monthly table, I re-calculate formula for important metrics. This re-
calculated metrics are displayed in Dashboard using initial design. Formal launch is established after
Finance Executive approve its design.

Process Flow of Creation:

FP&A Executive

Create Share table and

Planning Table data source

Creator

Discuss with Acquire Data Create Initial Launch the

Finance Exc. and Table Design Dashboard

Dashboard display:
 Project Planning Template
Date of Creation : May 2018
Date of Implementation : Jun 2018
Related Role : Corporate Business Finance Manager at Edelman
Used Tools : Microsoft Excel, VBA

Project Contribution Margin % is an essential part that must be considered by Consulting Team and
Indonesia Finance Executive before taking any project proposal from client.

Goals of Project Planning Template is to give information to Consulting Team regarding CM percentage
of potential projects that will be acquired by them. It solves the problems of tendency of Consulting
Team to take profit that will trigger loss to Company’s performance.

Process of creation of Project Planning Template is started from discussion with SEA Region (Southeast
Asia – Singapore, Malaysia, Australia, Indonesia, and Thailand) Finance Executive and Indonesia Finance
Executive related to know most important metrics that trigger healthiness of project and company
profitability. After getting information of most important metrics, I work closely with Indonesia CFO
and Senior Finance Manager (Controller) to construct project planning table that consist of three mini
tables (Fee Tracker, Expenses Tracker, and Summary Table). I add dashboard and Profitability Analysis
to describe insight behind the number created by this tracker. This tracker was launched at June 2018.
It is still used up to present times.

This Template was presented in APACMEA Finance Yearly conference 2018 and selected as Example
template for all markets in APACMEA region. Furthermore, it help Edelman Indonesia in improving its
gross margin from 64 pct to become 71 pct in 2018.
Process Flow of Creation:

Finance Executive

Give input to
creator

Creator

Discuss with Construct User Acceptance Create Dashboard

Finance Board Table Review and Launch

Dashboard and Template display:

 Route Profitability Dashboard
Date of Creation : Sep 2012
Date of Implementation : Oct 2012 – Sep 2014
Related Role : Regional Finance Controller at Garuda Indonesia
Used Tools : Microsoft Excel, VBA, SAP-CO RP (Route Profitability)

Route profitability was one of important report that was needed by every regional management at
Garuda Indonesia. But headquarters usually just give raw data to every region without any good
explanation about how to read it well. Miss-interpretation was always happened when management,
who didn’t have any finance qualifications, read it. One of fatal mistakes was product expansion when it
didn’t have any profit at all, even it couldn’t cover its fuel expenses.

Route Profitability dashboard was created to help management read those data well, instead of reading
by their own intuition.

Project were initiated by Senior Manager – Finance Controller and me to gather users’ most important
indicator (metrics). It was combined with some additional indicator that users’ must know it before
they take any decision whether they expand or cut their route. After we gathered all information, we
did some redesigning of those data to create it become much more user friendly.

User knowledge toward data was one of our concerns during those times, especially when management
were dominated by person that was number or data blind. So, we did some sharing session, initiated by
me, to several top management of my Region about how to read the dashboard and what strategy that
must be taken to increase profit or to stop loss from each of our route.
Process Flow of Creation:
User
Suggest
basic
template

Creator
Acquire Data and Educate User Launch
Discuss create dashboard (Training) Dashboard
with
Leader SAP

Dashboard and Template display: