Strategic finance partner for the wealth management and institutional advisory groups. Key responsibilities include: financial reporting; short-term and long-term forecasting; pricing and product strategy; expense management; analytical and financial analysis and insights.

Responsible for consolidated financial reporting to executive leadership for the National Consumer Finance & Payments segment - 7 businesses generating $1 billion in revenue, with assets of $25 billion. Provided strategic support and guidance on segment financial performance, opportunities and risks, including developing businesses cases for analysis of new revenue and cost save initiatives.Coordinated the annual financial Plan and monthly forecast for the segment, which includes consolidating and analyzing inputs from 7 businesses lines, providing guidance to the financial analysts, and allocating out corporate targets.Following the merger between SunTrust and BB&T I built robust financial reporting packages and KPI dashboards from scratch, to enable detailed tracking of the performance of the segment.

Served as the strategic finance partner for the Consumer Direct Lending and Auto Lending businesses. Acted as a trusted partner and financial consultant to key internal clients including the Consumer Segment CFO, and business unit leadership. Developed analysis and reporting, and interpreted financial and non-financial information to identify areas of opportunity and efficiency enhancements for the business unit. Responsible for forecasting over $500mm of revenue and $24bn in total asset balances.Other responsibilities included:- Creating and maintaining business case models to project financial and operational performance.- Development of the long-term strategic plan, monthly financial forecast and annual plan.- Interpretation of financial and general performance information to give informed updates to senior leaders.- Leadership of the monthly business review, a meeting attended by all key partners, and used to track the general health of the business. Financial performance; production; pricing; marketing; and operational updates all form key parts of the review.- Working closely with other functional partners to recommend informed solutions to all business issues and processes in an effort to maintain a competitive advantage.- Developing improvements to processes and reporting to enhance qualitative analysis and timely delivery of results.

Provide financial support, analysis and governance for investment decisions across the Central Business - Corporate Functions, IT and Engineering. Manage an annual investment budget of over £190mm, including monthly reporting and forecasting. Provide financial governance/guidance for the creation of investment proposals, ensuring that corporate governance is maintained and that adequate policies are in place to control investment activities. Ensure all investment spent follows the correct accounting treatment in line with GAAP and Group policies.Work with the relevant management teams to ensure that investment documentation is generated correctly, to the required standard and in a timely manner. Ensure all investments have demonstrated value for money and support the business objectives. Responsible for coordination of all Investment Committees. Interpret reporting and make recommendations for improvement, including taking a leading role in improvement projects.Manage relationships with senior non-finance stakeholders.

Responsible for the consolidation and reporting of the Corporate Sector - 15 Corporate functions with combined annual costs of over £600mm. Responsible for monthly reporting to Group Finance, as well as functional reporting to the Executive Leadership Team. Leading the budget and medium-term planning process for the Corporate Sector, including coordination and consolidation of the HQ costs for 12+ countries.Leading process improvement and efficiency initiatives across the sector.Maintaining strong relationships with Group Treasury, Tax, and Government Accounting teams.

Responsible for the control environment for the Accounts Payable department, which processes payments in excess of £12bn each year. Work closely with the internal and external auditors to ensure robust controls are designed and functioning appropriately. Direct manager of the master data, reporting, and improvement teams, comprising a total of 9 staff members.

Over two years of client-facing experience in the Asset Management department. Working primarily in a US GAAP environment with work focusing on the audit of hedge funds, private equity funds, and other investment companies/funds. Experience with equities & bonds, derivatives, and alternative investments. Developed strong Bloomberg skills.

Over three years of client-facing experience within the general assurance department of PwC Leeds, including three audit busy seasons. Worked on both UK GAAP and IFRS clients, thus developed a strong understanding of both sets of standards. Worked on audits of FTSE100 companies, as well as small owner managed businesses.Main clients comprised:Lloyds Banking Group – FTSE100 International banking groupCroda International Plc – FTSE100 International chemicals producerValad Property Group – Global property development and fund management companyFord Retail Group – Retail arm of Ford Motors Plus a number of public sector clients and manufacturing clients.

Worked part-time as an unpaid intern whilst completing the final year of university. Worked with transactions such as management buy-outs, acquisitions and disposals, which built up a good knowledge of the types of transactions that occur and the services that can be provided to clients. Attended meetings with clients, which gave useful exposure to high-level management in a range of industries. Gained a strong understanding of the role the corporate finance team performs through shadowing members of the team.

Was sponsored through university and worked on site during my summer break. Main role was assisting the foreman in the daily running of a construction site. Managed a team of up to 30 workers and was responsible for ensuring they were on track to meet deadlines. This meant understanding the strengths and weaknesses of the team, and prioritising key tasks and distributing work accordingly. By the end of my final placement I was responsible for the running of a school construction site.