Following corporate restructuring the scope of my role was updated resulting in the addition of further direct deports. I led 4 teams totalling 37 staff whose primary functions are to ensure the integrity of the accounting of core passenger, cargo and other finance systems, to manage credit and revenue risk and to complete revenue fraud investigations.

Led 3 teams comprising 34 staff to ensure the integrity of the accounting of core passenger, cargo and other finance systems. This was achieved through validation of accounting events within airline specific revenue accounting systems and banking systems, management of a secure credit card database and reconciliation of over 700 general ledger balances. My teams were responsible for ad-hoc analysis, reporting, support and advice to Finance Managers, customer contact centres, travelcentres… Show more Led 3 teams comprising 34 staff to ensure the integrity of the accounting of core passenger, cargo and other finance systems. This was achieved through validation of accounting events within airline specific revenue accounting systems and banking systems, management of a secure credit card database and reconciliation of over 700 general ledger balances. My teams were responsible for ad-hoc analysis, reporting, support and advice to Finance Managers, customer contact centres, travelcentres, airports and project implementation teams. Show less

Responsible for the planning, completion and follow-up of components of Fonterra’s programme of Internal Audit activity. The audit functions completed risk based assessment of management's internal control, process effectiveness and efficiency. This included the review of, and advice upon, business processes and controls, the management of audit staff, formal reporting and presentations to senior business management.

The JEDI programme was an integrated programme that coordinated the most significant transformation initiatives across Fonterra, including financial and HR processes, supply chain and inventory processes, sales and operations planning and customer relationship management. Under JEDI these end-to-end processes were enabled using SAP with the processes being deployed globally. I delivered key financial business requirements within the programme, supported the Programme Finance Business Lead and… Show more The JEDI programme was an integrated programme that coordinated the most significant transformation initiatives across Fonterra, including financial and HR processes, supply chain and inventory processes, sales and operations planning and customer relationship management. Under JEDI these end-to-end processes were enabled using SAP with the processes being deployed globally. I delivered key financial business requirements within the programme, supported the Programme Finance Business Lead and provided go-live support of the technical and process solutions for the Oceania business unit. Show less

Working within the JEDI Programme Management Office, and from April 2004 directly to the Director Programme Delivery, I had responsibility for the development, communication, implementation and co-ordination of risk management and quality assurance frameworks across the programme. This required facilitation with Project Management, IT, SAP, internal audit and external consultants to ensure comprehensive and consistent application of these frameworks across the programme.

Responsible for the planning, completion and follow-up of the company's programme of Internal Audit activity. The role was a sole charge role reporting to the Chief Financial Officer and the Audit and Finance Board Sub-Committee. Completed risk-based reviews of management's internal controls whilst considering process effectiveness and efficiency. A key acheivement was a review of the management for four separate Outsource agreements identifying over-charging of approximately $2m.

I managed a team of 5 staff providing financial expertise for departmental decision support to ensure initiatives that are of strategic importance and acceptable returns were pursued. I was responsible for financial management for a department comprising approximately 50 full-time and 20 contract staff based in the UK and USA.

Responsible for the planning, management and completion of operational reviews across the Cable & Wireless Group. This included the review of, and advice upon, business processes and controls, the management of staff, formal reporting and presentations to senior business management. Key acheivements included: confirming of the integrity of valuation models prior to investment (e.g. UMTS licenses and business bids); and review of an IT outsourcing project, with a cost of £2b over 10 years… Show more Responsible for the planning, management and completion of operational reviews across the Cable & Wireless Group. This included the review of, and advice upon, business processes and controls, the management of staff, formal reporting and presentations to senior business management. Key acheivements included: confirming of the integrity of valuation models prior to investment (e.g. UMTS licenses and business bids); and review of an IT outsourcing project, with a cost of £2b over 10 years, and its subsequent contractual management (including a short-term secondment to an outsourcing project to perform risk and issue management and assisting in the completion of business cases). Show less

Working within a department of approximately 100 staff, my role entailed providing computer assurance and pre-implementation control review services to client management and financial audit staff for a variety of major businesses within the insurance, banking and finance, utilities and manufacturing industries.