Adrian joined Micro Focus to build internal capability to deliver major transformation programmes, optimize finance processes and build and run a consolidated Finance Systems team. The first project was a global network of Shared Services across 3 continents and 500 roles in scope. Annualised run rate savings of $28.5m were delivered in less than 12months. Micro Focus have embarked on a major EERP Programme involving Oracle NetSuite & Salesforce.com This consolidated the disparate systems they had after many years of aggressive acquisitions. Adrian was responsible for the Finance deployment of the EERP, running a team of 30 professionals, building and executing a plan involving 105,000 hours of the finance team’s time across design, test, training and stabilization. Delivered on time and on budget.Adrian inherited a Finance Systems team spread across the world. He has developed a target operating model that consolidated support into India and aligns with the finance systems architecture of the new EERP. In addition to further annualized savings of $2m the team will be upskilled and scalable.

Adrian was retained by the $19bn Engineering Services company to build >1,000 FTE Global Business Services organisation covering Finance, HR, Marcomms, IT and Legal. This included site selection, devising and implementing the target operating model, transition plan and governance structure. Annualized run rate savings of $50m pa were forecasted.

In 2016 C&W outsourced their global finance function to Accenture in a 5-year deal. Adrian was brought into remediate the processes and reset the contract with Accenture as the relationship was failing and C&W had spent considerably on underpinning performance. In 6 months, a new contract was agreed with 100% increase in SLAs, upskilled resources on the account and an agreement to move the near shore team to Bucharest following his review of the current poor performing location. Adrian secured board approval for a “surge” debt collection team who in 3 months collected $17.5m of aged debt a large proportion of which had been previously provided for as uncollectable. In parallel Adrian conducted a strategic review of C&W’s Customer Support captive in Budapest. Identifying 5 key recommendations including management change, shifting end to end operational responsibility to the centre and improving the on-boarding experience as a result attrition halved and the US Operating company agreed to move work to this team.Finally, Adrian supported the EMEA Asset services management in addressing the issues with their outsourced relationship with DXC. A 10 point plan to improve the e2e performance was presented to management which when implemented will deliver significant efficiency and effectiveness improvements

HP ES EMEA is a $9bn division delivering complex technology solutions across a broad footprint of industries and companies on an outsourced model. In this role Adrian built a multi-lingual team of over 400 individuals in two locations who are responsible for the finance operations of the business including reporting, forecasting, systems, billing and business partnering. In his first 12 months the team delivered a transformation programme securing run rate savings of $10m. Building from this success Adrian secured approval to implement “Finance as a Service (FaaS)” which would create a Finance Blueprint for HP ES EMEA and significantly change the way Finance engages with the business in EMEA. A further $6m of savings was planned but even more importantly Finance will become a true Business Partner for Change. Adrian implemented a service line approach in the COEs and successfully introduced high end finance activities into the Centre eg FP&A, CFOs of $300m+ lines of business etc. By the end of fiscal year 2016 the penetration into the Centre of all finance activity will be 85% exceeding the industry benchmark by 25 percentage points while delivering further improvements in efficiency and effectiveness.Following the announcement that HPE intend to spin out the ES business and merge it with CSC Adrian was asked to take responsibility for Global Finance Transformation in ES and ensure operational readiness for the spin/merge from a finance perspective.

Key Responsibilities Strategic Lead for BT Group on Finance/IT SSC and outsourcing Drive BT’s outsourcing partners towards World class performance Execute governance framework between BT and its partners Commercial management of outsourced partners Implement standardised processes through Global Process owners ERP implementation for outsourced entities Tender process, vendor selection and implementation of Global Payroll Provider Creation of APAC SSC in Delhi Additional Group responsibilities include external Non Executive Director of Rugby Radio Station, a £40m 50/50 Joint Venture with Aviva, a member of BT Group Diversity Committee and CSR champion of BT operations in India.Achievements Within 1 month of leading the team completed Accenture contract for non UK outsourcing and secured additional savings of £2.3m. Transitioned 180 roles across 17 countries on time and under budget Established service management organisation to actively manage our BPO partners Contract extension with Steria to deliver 27% savings and significant improvement in current SLAs and 30% increase in the number of SLAs in existence Improved internal customer satisfaction score from average 2.0 to 3.2 (3.0 being meets expectations) which in an outsourced environment is significant improvement. Developed strategy for successful LATAM SSC captive gone live Q4 2009/10 Completion of 200 FTE R2R outsourcing with Accenture Payroll outsourcing for 44 countries completed with ADP  Implementation of financial systems upgrade in APAC

Businesses include BT Vision (now with 750k subscribers), BT Agile Media (platform for TV voting eg X Factor), and BT Digital Media Services. Financial lead with Microsoft for WM9, Phillips for the set top box and content with providers such as Disney, BBC, Sony etc