Investment holding company.

Appointed to the board of the US subsidiary in September 2019 fulfilling the key role of CFO and Treasurer.

Appointed to the board of the Netherlands subsidiary in September 2019.Subsidiary sold to local management in January 2023.

• Completed the migration in June 2017 to a new debt facility with a new partner moving on from a long term incumbant.• Development of financial reporting protocols and practices. This included establishing controls, including General Levels of Authority and Capital Investment tracking, as well as building standard reporting formats and timetable. Regular financial reporting included:o Weekly cashflowo Monthly management accounts including full P&L, BS, Cashflow and Capital Investment. Supported with monthly narrative report with look forward considerations as well as reflections on historical performance.• Cash management improvements delivered through development of regular forecasts and standard formats to further improve cash visibility and improve payment controls.• Development of Budget and Forecast format and protocols.• Built a new Finance team and IT partnership to meet requirements for growing business.• In collaboration with CEO set the strategy and forward direction of the group considering acquisitions and organic growth opportunities.

Centurion Group was initially formed by SCF Partners in 2012 and has grown through merger and acquisition to encompass operations in the UK, The Netherlands, Singapore, Australia and the United States. The head office was based in Aberdeen. Business performance peaked in December 2014 with turnover of £80m, EBITDA of £25m and circa 300 employees.In July 2016 the company completed an acquisition of ATR Group in an effort to consolidate the supply of equipment and services in the oil & gas market. Following the merger the business has turnover of c. £50m, EBITDA of £12m and circa 280 employees reflecting the ongoing downturn in the oil & gas market. Operating locations were added in Aberdeen and in Azerbaijan through the merger.• By the end of November 2016 £2m of annualised savings had been delivered through elimination of duplicate headcount plus identifying cross selling opportunities within the Group. The target for the end of 2017 was £1.5m. Savings delivered early through pushing a demanding timeline to the business to capture efficiencies to help offset continued softness in business trading.• Delivered merger of RentAir Offshore and ATR Power divisions within two months of Group merger competing. Yielded annual savings of £0.9m (included in above) with IT migration completed in 5 weeks against initial advice of 2 to 3 months by third party IT support.• Established synergy monitoring and reporting for the Board and internal senior management.

• Responsible for the legal, tax and financial due diligence on the 19 entities in the Group as part of merger with ATR Group in the first half of 2016. Key role in discussions with banks and tax advisors developing future structure and funding of the Group. 3 year forecast model built as part of the process.• Diligently managed working capital through major downturn in 2015. Downturn coincided with previously approved long term capital investment programme. Capital investment plus lender repayments were £18m v annual EBITDA of £13m.• Closed out audit of 2014 statutory accounts within timeline set out in debt facility agreement. This was a considerable achievement given the complex nature of the combination completed in 2014 which included two mergers followed by the acquisition of two companies just two weeks before the end of the 2014 reporting period.• Successfully negotiated with banking syndicate a resetting of bank covenants required due to the downturn in the industry. This involved modelling expected business performance for 3 years hence and presenting the proposal to the bank syndicate.• Strategic role in the creation of Luxembourg and Cayman Island Subsidiaries, acting as a Luxembourg board member. Responsible for establishing key financial reporting format and cycles for presentation at board meetings. • Worked with CEO and regional teams to identify and remove cost from businesses delivering annual savings of c. £2m in 2015. Further savings of £1.5m identified in early 2016.• Consolidated the global insurance programme through migrating to a single global broker and standardising exposures to yield an annual saving of £107k.• Monitor overall tax position of the Group to optimise our position in light of continuously changing tax landscape, with the issuance of Global BEPS considerations by the OECD plus local / regional legislation changes.

• Co-ordinated information and document review to advise on the mergers of Centurion Group with two of SCF Partners other overseas investments, Jacks Winches and Seanic. Conducted similar role for acquisition of Tristar Water Solutions and Mining Camps Australia into the Group in December 2014.• Worked with the lenders and SCF Partners in the development of a new centralised debt facility across the newly created Group.• Development of new Group wide financial reporting protocols and practices. This included establishing controls, including General Levels of Authority and Capital Investment tracking, as well as building standard reporting formats and timetable. Regular financial reporting included:o Weekly cashflow and business dashboardo Monthly management accounts including full P&L, BS, Cashflow and Capital Investment. Supported with monthly narrative report with look forward considerations as well as reflections on historical performance.o Quarterly forecasts for 12 month rolling period including full P&L, BS, Cashflow and Capital Investment; quarterly board reports including tracking against lender covenant targets.• Cash management improvements delivered through development of regular forecasts and standard formats together with moving operational banking to a shared platform to further improve cash visibility and improve payment controls.• Development of Group Budget and Forecast format and protocols.• Built a new Finance and IT team to meet requirements to support a global business conglomerate whilst delivering enhanced reporting requirements for lenders and private equity house. Majority of businesses were previously private enterprises with limited finance teams and reporting in place.

Rentair has been trading since 1995 and provides equipment for rental into the global oil & gas market. There were fixed operations in Aberdeen, Great Yarmouth, Den Helder in the Netherlands and Singapore. At the end of 2013 the business had turnover of £21m, EBITDA of £11m and 80 employees. The business was sold in December 2013 to a Houston based Private Equity firm called SCF Partners who bought it through their Centurion Group subsidiary.• In 2013 I successfully delivered the process to support the acquisition of Coates Offshore by Private Equity firm, SCF Partners. I led the diligence process for the sale of the business which was a 6 month process and included insurance, legal, tax and financial due diligence. I was also responsible for delivering the financial overview in the presentations given to the banks and potential investors, 7 presentations delivered in all.• Implemented cash management strategy including detailed cash reporting to manage a £10m Hire Fleet investment program funded from operating cashflow.• In consultation with key business stakeholders established detailed budget model for the annual budget process. Budget built by asset and region to set detailed targets for sales and management teams. This also assisted variance analysis by having a detailed budget case to refer to. Developed costing models to support investment decisions and establish true project returns.• Built a 5 year business forecast to support process of refinancing business debt.Collated business information to support the tender process and met with interested banking parties to select preferred business partner.• Leading the Business Improvement team in increasing utilisation of Microsoft Dynamics AX ERP system to drive efficiency and improved profitability into the business. Worked with the Business Improvement team to outsource the business IT servers to a 3rd party provider to assist with our disaster recovery planning and reduce capital re-investment.

The timber systems division is the leading manufacturer of kit frames for building houses. It has operations in Westhill, Aberdeenshire and Witney, Oxfordshire. As well as providing frames for the Stewart Milne housing business its customers ranged from Inverness in the North of Scotland to London in the South East of England. Turnover was £32m and around 100 employees.• Leading a team of 7 with 5 direct reports across two UK sites, supporting the development of Business Plans and relevant financial monitoring, control and efficiency of the Division. Acting as the key finance contact for the division, with the responsibility to provide a comprehensive support function to the Divisional Management team, including preparation of reporting and presentation at Board Meetings. • Implemented month end efficiencies through enhancement to the ERP system to deliver capacity for commercial function being able to conduct CVR reviews during month end, which had never previously been possible.• Managed division cash requirements liaising with Group treasury to deliver centrally set cash targets.• Appointed to the role of Interim Divisional Finance Director for 4 months.

Hunting Energy Services is a division of Hunting plc, a FTSE 250 business headquartered in London. The Energy Services division was headquartered in Houston with the international business, all non-US operations, headquartered in Aberdeen. Non-US operations had turnover of c. £120m, c. £20m of inventory and in excess of 400 employees.• Managed cash and working capital requirements across the International Operations Group. Consolidated cashflows weekly and liaised with key personnel in regions to ensure targets were met.• Development of standard contract terms allowing the vast majority of contract review work to be handled in house. This allowed for the development and implementation of a new internal contract review process to ensure detailed review and documentation was retained.• Standardisation of procedures and filing systems relating to the administration of the Company Secretarial matters.• Successfully managed the subsequent integration of legal and financial matters following the acquisition of a global group of four Companies (Welltonic).• Developed costing models for the pricing of manufactured items whilst adding additional levels of profitability detail to business plan models.• Up until 2008 Purchase Order Requisitions were processed on paper. This was a labour intensive and inefficient process. I took the lead in developing an electronic system based on Lotus Notes that would speed up the time to process requisitions whilst improving control of requisition approval.• Transitioned the Aberdeen businesses to IFRS in line with statutory changes required from being a part of a publicly listed company.• Worked with management and joint venture partners to operate and then subsequently dissolve joint ventures when they reached end of contract life.

See Group Financial Controller role.

See Group Financial Controller role.

See Group Financial Controller role.

The National Finance Management Training Scheme was developed to produce senior finance staff by providing a wide experience of the NHS and by offering several diverse placements over the training period. Management development was provided as part of the scheme to ensure personal skills were developed. This included areas such as leadership skills, time management, organising and prioritising, negotiation, managing conflict, influencing skills, presentation skills and report writing.This role provided me with excellent experiences across NHS sectors in the Kent and West Sussex health economies.Posts held whilst on the scheme included Management Accountant, Assistant Management Accountant, Assistant Financial Accountant, General Auditor, Accounts Assistant, Payroll Clerk and Payments Clerk.