Urmo Vallner
Interim CEO / CFO / Management Trainer / Member of Management Board
A financial analyst and strategist. He understands the balance sheet and what it takes to grow profits.
Urmo Vallner
Education
1990–1991 | Estonian School of Diplomacy Diplomacy and International Relations |
1982–1989 | Tallinn University of Technology Industrial Electronics (1983–1985 Soviet Army conscript) |
Work Experience
Organisation and position | Main tasks and responsibility | |
---|---|---|
2014–… | Velström Vallner Tohver OÜ Interim CEO. Interim CFO. Partner |
Management solutions for partners, investors and executive managers of companies. |
2012–2018 | Aeroekspress Adviser to the Board |
Worked in Moscow and was focused on developing strategies for different businesses and supervising their implementation in Russia and Europe. |
2011–2012 | G4S Europe PLC Financial Manager of the Central and East-European region |
Financial management of the world’s biggest security group; initially in the Eastern European region (Estonia, Latvia, Lithuania, Kazakhstan, Uzbekistan, Russia); then also in Central Europe (Hungary, Austria, Czech Republic, Slovenia, Slovakia, Ukraine). Co-operation with Division Managers and Regional Matrix management of Directors of Finance from mentioned countries, laying down of standards and work principles, setting of goals, supervision of financial reporting. In-depth knowledge of financial systems and legislation of different countries. Team management in different business cultures. |
2009–2010 | Fort Management Group CFO |
Introduction of a financial reporting system and supervision of the holding company’s different security businesses in Russia and Ukraine. |
2005–2017 | Invicta LLC Member of the Supervisory Board |
One of Estonia’s oldest and biggest training companies. Strategic development, consultation of managers and foreign partners. |
2007–2013 | Koger & Partnerid Member of the Supervisory Board |
Participation in the work of the Supervisory Board. |
2006–2007 | Koger & Partnerid Chairman of the Board |
Development and administration of a real estate development and construction sector enterprise during the years of rapid growth. Execution of big construction projects in the environment that lacked qualified work force. |
2004–2005 | Estonian Business School Lecturer |
Subject: Project Management. Succeeded in making the subject appealing to students and adjusting the format of limited number of participants’ training into the academic format. |
2002–… | Corpus Consult Director and Consultant |
Founding of a private consulting business to train executive managers and specialists both in Estonia and abroad. |
2001–2002 | A-Selver Chairman of the Board |
Development of Selver’s (Estonian retail chain) business strategy and its independent build-up after its detachment from Tallinn Department Store; change management. Creating Selver’s own Executive Board and a unified team, sharing the same goals; management of both. |
1994–2001 | Tallinn Department Store PLC Member of the Board; Director of Finances |
Estonia’s first large privatised company. Member of the Executive Management Team, partner to CEO. Creation of modern financial services and structures for the Tallinn Department Store group, building up the high trust credit. Transformation from a Soviet style counter trading to a new trade system; creation and development of the brand and retail chain Selver in 1995. In 1996: the chief architect of taking the shares of Tallinn Department Store to Tallinn stock exchange; creating the relevant financial and communication routine. Building up of modern IT system; influencing the long-term decision making and developments at Tallinn Department Store; planning of cash-flow. |
1998–2000 | Tallinn Department Store Real Estate Chairman of the Board |
Planning and supervision of the real estate portfolio of Tallinn Department Store in parallel to other managing tasks at Tallinn Department Store Group’s other enterprises. Separation of trading income, Selver chain income and real estate income. The sole employee of the company. |
1996–2000 | Rävala Parking House Member of the Supervisory Board |
Development of sales strategy and the services of Estonia’s first public parking house (on seven storeys); introducing the new concept to the clients, ensuring its operating is cost-effective and profitable. |
1992–1993 | Neon Executive Director |
Re-structuring a Soviet-era enterprise privatised by its employees to fit the economic environment of capitalism. A wide area of responsibility from development issues to ensuring a stable growth of turnover. |
1990–1992 | Hellenid Head of Department |
Organising and coordinating various conferences; renting of venues in Tallinn’s Olympic Sports Centre. |
In-service training
Continuous self-education i.e. in London Business School – Essentials of Leadership; accredited as a Belbin team role coach, etc. |
Languages
Estonian, English, Russian
Urmo Vallner
Urmo’s extensive work experience has made him an expert in the financial aspects of a business. He excels at managing teams.
Revenue, profit, and cash flow are the things that excite him and he knows how to maximize them. His friendly manner and cooperation skills make him a trusted team-player. His solutions have often reflected “out-of-the-box” thinking in order to solve difficult problems. When conflicting viewpoints have been presented, Urmo has often presented credible and winning arguments for pursuing the most rational approach.
Urmo enjoys sharing his experiences and knowledge and has become a highly-valued business trainer and consultant in Estonia and abroad.
At Velström Vallner Tohver, Urmo manages information flow. Analyzing a broad range of raw data triggers his strategic focus. Though business plans and finances constitute a significant part of his job, it is far from being the whole story. Numbers alone cannot always reveal the health of a business. The bottom line is often strongly influenced by the firm’s processes, procedures, and policies and how effective they are and how efficiently they interact.
Decisions for improving a business cannot be made by internal improvements, market analysis, and revenue forecasts alone. Past experience is an invaluable tool that is often neglected. By considering/sharing his own mistakes and success experiences, Urmo will help you avoid dangerous pitfalls.