3 Month Contract

3 Month Contract

Achievements:• Achievement of significant savings across the Group.• Management of and responsible for all Financial Planning & Analysis activity.• Implemented process to improve activities across the group, including HR, Warehousing, Purchasing, Sales and Technical Support. • Production of Management Accounts, strategic analysis of performance and implementing KPIs.• Creation of monthly VAT and Corporation Tax reports and returns.• Introduction of Performance Management across all staff.• Achieved significant improvement in available cash through the creation, implementation and delivery of a stock forecast system, maximising availability and minimising costs.• Negotiated increased banking facilities and asset finance.• Provided strategic business cases to the Board to help inform the company plan.• Responsible for mentoring the senior team in management processes, ensuring all staff understand financial information, communicating and implementing the new company objectives.• Conducted a structural review of the business and implemented a change management process.• Identification and implementation of CRM system.

This research compared the use of finance and non-financial data to assess the probability of a company going into finance distress. Detailed analyses of the DNA of the Board of Directors, Senior Teams and the corporate governance.Using relative efficiency calculated by Data Envelopment Analysis in prediction models. Three different efficiency measures and an indicator of the level of Returns to Scale are incorporated into logistic regression models, to predict financial distress alone or with financial ratios.Finding an appropriate DEA model to calculate dynamic efficiency scores to conduct panel analysis on the risk of financial distress. Dynamic efficiency scores are used as a classifier directly and as variables in a second stage of regression analysis. Both out-of-sample and out-of-time validations are employed to ensure the robustness of predictions.Employing a large selection of corporate governance measures in survival models to predict the probability of financial distress in a chosen time period. The available variables cover four aspects of corporate governance: board composition, ownership structure, management compensation and characteristics of the CEO and the Chair. Unlike cross sectional models, panel models given morereliable estimates of parameters and allow one to track changes over time in covariates on the probability of financial distress.

1 Year contract as Finance & Business Director and Company Secretary, leading all non-academic aspects of the Academy, including financial planning and control, capital development projects, property maintenance and renovation, human resources, marketing, IT, general administration and strategic long term development. Achievements:Complete remodelling of the Schools Financial Systems and Processes.Extensive overhaul to deliver improvements to facility maintenance.Introduction of Performance Management across all support staff.Senior Leader on the conversion to Academy status.Identification and achievement of significant (10%) savings across the Academy in first year.Implemented, managed and successfully tendered some key non-core activities.Significantly improved the profitability and running of the Leisure Centre.

Finance Controller running a £5.7bn, 30 year, operational contract to provide and enhance the delivery of engineering training for the MoD. This involves the building of 3 centres for the delivery of training and education and through life support.Specific responsibility for the day to day financial management of budgets, cash flow forecasts, year-end reporting and variance analysis. Key achievements include:Identification of key development opportunities for income generation though effective use of college premises and resources.Preparing contract changes, specifically the payment mechanism to simplify volumetric and performance related payments which incentivises the contractor and ensures Value for Money.Initiated consultation with the partner Finance Directors to improve their accounting processes to deliver improved reporting information. Audit and evaluation of partner accounts and processes to deliver enhanced management reports.

Thesis title: From Babies to the Boardroom.An examination of the effects of taking volunteers from normals walks of life and inserting them into Governing Bodies. Particular emphasis on the training and development gaps and how to achieve effective corporate governance.

Principle Management Accountant and Financial Controller on a programme to move 4000 personnel and their families from Germany to the UK. Responsible for the restructuring of education and health provision for Germany. Identification and delivery of significant savings for Defence through the creation of a financial model and conducting a comprehensive Business Process Re-engineering study.The scrutiny, profiling and allocation of a capital investment programme across numerous infrastructure and IT projects.Creation of a comprehensive risk register and risk management strategy enabling monitoring of mitigation activities required in delivering a major construction and restructuring programme.

Principal HR officer and assistant to the Director of Operations. Production and implementation of policy supporting the strategic plan. Provision of political and regulatory briefings to the 50 units visiting the island for training.Produced significant elements of a comprehensive set of contingency plans for a civil emergency in the Sovereign Base Area.Organised numerous high profile events; attended by high ranking officials, including the Cypriot President and the Secretary-General of the United Nations.Successfully managed the interface between the Cypriot authorities and the UN Military.

Managed an organisation of 90 staff manning 9 functional departments providing a wide range of administrative and financial support to 2000+ civilian and military staff. Finance, HR, property management, security, and training were my main areas of responsibility. Wider responsibilities included corporate governance, management of the IT infrastructure, Internal Auditor for public and non-public funds, constructing and delivering organisational management plans, redundancy planning and provision of career guidance. Effectively led major events and change management tasks.Conducted Business Process Re-engineering study in relation to staff retention, resulting in a significant reduction in staff turnover.Creation of a training package teaching both military and civilian staff the new military procedures.Initiated a training programme dealing with Works Tribunals and Military Court Martials.

Maintenance of discipline for over 1600 military and civilian personnel. Continued training and developement of recruit soldiers during their transition to trained soldier. Management of the HR and Administrative function for over 800 personnel.

Management of the Technical Library for all technical and operational equipment for the EOD Regiment.

Management of administrative, payroll and HR activities for 120 personnel.

Selection. OP Granby. Administrative, Payroll and HR provision for 70 personnel.

Preperation of training schedules, organisation of courses and support to CPD for 800 personnel.