PBE sold and installed solar panels and EV charges. I undertook interim month end and other Management Accounting work to cover the period between the departure of the previous position holder and the recruitment of his replacement.

MHR was an HR, Payroll and Finance software and services provider. Reporting to the FD, the role covered the absence of an employee on medium-term sickness.My main achievements were:• Performance of monthly commission calculations for 70 sales staff on complex spreadsheets and liaison with payroll team to ensure correct payment• Resolution of commission anomalies and queries with Sales and Finance Management teams• Part of team designing a new commission calculation system• Monthly financial reconciliations of various nominal ledger accounts• Dealing with sundry queries raised in a ‘Finance Business Partner’ capacity

Stadia was an energy broker, providing gas, electric, water and waste management solutions on a B2B basis. I initially joined in a temporary capacity to resolve a difficult cashflow position, but my role was subsequently made permanent and developed into managing all non-sales functions of the Company. I had 3 direct reports and reported to the MD.My main achievements were:• Negotiations of realistic payment plans with creditors and tightening of credit control procedures to address initial cashflow issue• Account management of the Company’s largest customer• Maintaining close control of fast paced operations function in periods of remote working during covid lockdowns• Maintenance of stability during energy market crash in which suppliers of 60% of our contracted energy contracts became insolvent in a 3 month period.• Negotiation with the Energy Regulator and Suppliers of Last Resort to agree terms in the light of these insolvencies• Oversaw significant improvements to profitability and staff retention• Project managed change of accounting system from Sage 50 to Xero• Project managed change of CRM from in-house system to a bespoke energy solution (Utilityclick).

Think Blue was a fledgling Hewlett Packard partner selling photocopiers, printers, managed print services and other IT equipment B2B. I was recruited to develop all non-sales functions, particularly Finance and Operations, and to provide mentoring and support to the young Sales team. Reporting to the MD, I led a team of 3.My main achievements were:• Development of Company growth strategy • Bringing accounting system in-house, using Xero accounting software• Introduction of structured procedures for machine installations• Management of Hewlett Packard relationship and progression to Gold Partner status• Expansion of network of Finance House partners• Growth of Company from 440 to 1,050 machines in field

Exco was a PE backed, healthcare technology company that developed tools to support patient engagement and data collection for both pre and post licence drugs. In a rapidly growing business, with a US subsidiary, my principal role was to develop the accounting function and improve the quality and quantity of financial reporting. The Company was sold to the US market leader, ERT, in December 2016. Reporting to the CFO, I managed a team of 4 including a Finance Manager based in the US. My main responsibilities and achievements were:• Development of the accounting function as the business grew from 50 to 190 employees and £4.5m to £23m turnover in the 3 years to 30 April 2017• Production and development of Monthly Finance Board Pack• Provision of information for inclusion in the electronic data room, locked box calculations and due diligence process for the sale to ERT• Provision of timely and accurate financial information to support PE funding rounds, N Tech Grant Award and bank working capital facility• Member of Extended Management Team that improved the visibility and effectiveness of Finance as a Business Partner • Introduction of project accounting and development of deferred revenue reporting• Accounting for US subsidiary and foreign currency consolidation• Improved external audit processes reducing accounts filing time by 6 months• Implementation of Sage 200

The business encompassed Xerox photocopier, printer and consumable office supply sales and a digital printing bureau. Beginning with 5 Companies, a turnover of £11m and a staff of 41, the Senior Management Team (MD, GM and myself) rationalised the group to increase profitability and concentrate on what we did best. We grew contractual service and maintenance revenues to build value into the company. I led a successful sale of the company in April 2014, yielding a price well above the market norm.Reporting to the MD, I managed a team of 5. My main responsibilities and achievements were:• All aspects of the Finance function including Financial Accounting, Management Accounting, Cashflow, Treasury, Budgeting, Payroll, liaison with external auditors.• Introduction of ERP system feeding external meter reading information directly into internal billing and CRM systems, reducing costs and improving controls.• Change Management including closure of non-core subsidiaries and a remote site, streamlining the Operations Team saving £70k p.a. and management of Culture Change to bring greater discipline to the way we conducted our business• Introduction of enhanced budgeting, reporting, controls and procedures to enable closer management of business performance• Resolution of 9 month accounting backlog (across 5 companies, with 2 bank accounts and 3 accounting ledgers) at the start of my employment whilst maintaining day-to-day financial operations• Management of Operations, HR, Company Secretarial and Administrative functions

The company sold and installed double glazed doors, window and conservatories and had grown rapidly in the first 9 months of operation. Soon after I joined a severe downturn in sales resulted in profitability and cashflow crises, ultimately leading to the liquidation of the company.

This was a new £3m, 25 employee UK service company set up to steer and grow a £30m group disinfectants / preservatives business. Production was in Germany and global sales were made through international BASF offices. My role encompassed strategic commercial leadership as part of the Business Management Team, interrogation of central accounting systems to report upon and control the international group business and all Financial aspects of the UK service company.Reporting to the MD I managed a team of 3. My main responsibilities and achievements were:• Generation of initial 5-year strategic plan• Negotiation of transfer prices and toll manufacturing contracts and auditing of supplier costing systems• Financial modelling and evaluation of potential acquisitions for main board approval• Implementation of 25 – user CRM database• Relocation of warehouse function to save £30k transport costs p.a.

The company imported BASF vehicle refinish paints from France and sold them through distribution or directly to customers. It employed 42 people with a turnover of £6m. I was part of a team parachuted into the company to restore profitability.Reporting into the MD, I managed a team of 5. My main responsibilities and achievements were:• Major role in turning an unprofitable contracting company with a consolidated £800k loss into a profitable growing company with a consolidated £1.1m profit• Project managed relocation of Head Office and closure of 2 loss-making sales branches • Reduced stockholding by 70% and introduced direct deliveries to larger customers• Negotiated novel tie-up with major insurance company resulting in over £1m annual sales