Andrew Macpherson Email & Phone Number

Cardiff, Gb

Cardiff, Wales, United Kingdom

Pencoed, Wales, United Kingdom

Helping ambitious Welsh food and drink businesses scale up sustainably, the Sustainable Scale Up Cluster is supporting businesses to tackle the 4 key challenges to successful scale up: • CAPACITY to scale up• Access to CAPITAL to scale up• Access to the right COMPETENCIES and talent to scale up• Having the CONFIDENCE to scale up and avoiding the overtrading trap This project has received funding through the Welsh Government Rural Communities - Rural Development… Show more Helping ambitious Welsh food and drink businesses scale up sustainably, the Sustainable Scale Up Cluster is supporting businesses to tackle the 4 key challenges to successful scale up: • CAPACITY to scale up• Access to CAPITAL to scale up• Access to the right COMPETENCIES and talent to scale up• Having the CONFIDENCE to scale up and avoiding the overtrading trap This project has received funding through the Welsh Government Rural Communities - Rural Development Programme 2014-2020, which is funded by the European Agricultural Fund for Rural Development (EAFRD) and the Welsh Government. Delivered by BIC Innovation. Show less

Caerphilly, Wales, United Kingdom

My key responsibility was to stabilize and lead a multi-discipline Finance team of 15 staff (including Management Accounts; SAP Master Data, Accounts Payable and Accounts Receivable sub-teams) after a difficult period that had led to the dismissal of the previous role holder. In March 2020, I accepted my Financial Controller role on a permanent basis, having proved my value to the organization.Other key responsibilities within my role include:i) Involvement in key business… Show more My key responsibility was to stabilize and lead a multi-discipline Finance team of 15 staff (including Management Accounts; SAP Master Data, Accounts Payable and Accounts Receivable sub-teams) after a difficult period that had led to the dismissal of the previous role holder. In March 2020, I accepted my Financial Controller role on a permanent basis, having proved my value to the organization.Other key responsibilities within my role include:i) Involvement in key business decisions through attendance at the daily directors management meeting;ii) Daily cash management, and liaison with Procurement director managing weekly supplier payments;iii) Completion of Statutory accounts and key contact with PwC auditorsiv) Development and ownership of the customer and product level profitability models to facilitate improved Commercial business decisions;v) Oversight the product costing process with New Product Development (culinary) team;vi) Submission of HMRC furlough claims (for up to 100 staff at its highest level). Show less

Keynsham, England, United Kingdom

I joined a team undergoing significant growth as one of 14 management accountants (all contractors) to help the company through Sept 2018 year-end requirements. After two months, during a restructure I was given Senior Management Accountant responsibility, and my key responsibility was managing a team of four management accountants.In January 2019, during a further restructure I stepped into the Netherlands Finance Manager role, overseeing a team of over 20 management accountants, and… Show more I joined a team undergoing significant growth as one of 14 management accountants (all contractors) to help the company through Sept 2018 year-end requirements. After two months, during a restructure I was given Senior Management Accountant responsibility, and my key responsibility was managing a team of four management accountants.In January 2019, during a further restructure I stepped into the Netherlands Finance Manager role, overseeing a team of over 20 management accountants, and leading the team through transition from mainly contract to mainly permanent staff. My key customers included the Netherlands Chief Finance Officer, based in Utrecht, and the Mainland Europe Finance Director based in Keynsham. Our team responsibilities included monthly creation of financial information for approx. 180 Netherlands clinics (incl. approx 10m Euros of income per month) for inclusion in IVC ledgers, and analytical review of financial performance. We were constantly embedding new processes and driving efficiencies as the IVC environment changes very quickly as it is highly acquisitive. We worked closely with IVC takings and banking teams, wider IVC finance teams and with various Netherlands in-country contacts. Show less

Bristol, England, United Kingdom

My role included management of both ‘Business As Usual’ monthly responsibilities that my team delivered, and also leading an element of the wider TSB change programme to implement a new Fixed Asset system.Leading a ‘Business As Usual’ SAP Operations team of up to eight staff at different points during contract. Main team responsibilities included monthly journal posting and reconciliation support for other finance teams, customer engagement support for TSB Finance (involving close… Show more My role included management of both ‘Business As Usual’ monthly responsibilities that my team delivered, and also leading an element of the wider TSB change programme to implement a new Fixed Asset system.Leading a ‘Business As Usual’ SAP Operations team of up to eight staff at different points during contract. Main team responsibilities included monthly journal posting and reconciliation support for other finance teams, customer engagement support for TSB Finance (involving close liaison with our LBG service providers), and managing and reporting of TSB Fixed Assets, which involved liaison with Statutory Reporting, Cost Management, Procurement and Property internal teams (as well as third party service providers).My own main responsibilities involved review and approval of the monthly routine work of others, and implementing process improvements and efficiencies to deliver resource savings in my team. During a 6-month period I restructured responsibilities across my team of to successfully absorb all of the work of 3 existing manager level roles and their teams.Leading Fixed Asset migration team, delivering successful early implementation of the SAP Fixed Asset module migration with a January 2018 “go-live” date, ahead of TSB main migration from LBG to Sabadell systems. Primary stakeholders were the main TSB Migration project team, the senior TSB Finance team, and SABIS (Sabadell Bank IT team) who were delivering the new system / platform to us. My team was the key stakeholder in approving the design of the new system built on the SAP platform, and ensuring it delivered the appropriate linkages with other systems / modules and ultimately that we could continue to provide our statutory and regulatory reporting requirements on the new platform. Show less

Bristol, England, United Kingdom

Following my successful implementation of several finance process, reporting, and customer satisfaction improvements in my Central Functions role, the Group Cost Director requested that I move to another part of the wider divisional finance team, where they were experiencing difficulties. I accepted this challenge, and moved to the Engagement role within the Cost Transfer Charging team in May 2013. This team’s primary role was to re-direct approx. 7.5bn of the 9.0bn costs incurred by… Show more Following my successful implementation of several finance process, reporting, and customer satisfaction improvements in my Central Functions role, the Group Cost Director requested that I move to another part of the wider divisional finance team, where they were experiencing difficulties. I accepted this challenge, and moved to the Engagement role within the Cost Transfer Charging team in May 2013. This team’s primary role was to re-direct approx. 7.5bn of the 9.0bn costs incurred by Lloyds Banking to the correct owners, aligning income with costs, and my primary role was to effectively engage with senior divisional customers about the charges passed to them.I led a team of 10 staff covering a variety of disciplines, and I introduced regular engagement meetings and education sessions, and coordinated the provision of much improved MI (both budget and monthly reporting) for our key customers. I also took the lead role on our Colleague Forum covering the whole Group Cost Management team (100+ finance professionals). Show less

Following merger with HBOS, I secured the role of Retail Central Functions finance business partner for the new combined bank. This role involved leading a team of twelve staff, based across Bristol and Halifax locations, providing cost support to Retail Central Functions directors who managed approximately £400m annual budgets and 3,500 staff. Key objectives included adopting ‘one best way’ principles for finance process improvements, and effective restructuring of team responsibilities to… Show more Following merger with HBOS, I secured the role of Retail Central Functions finance business partner for the new combined bank. This role involved leading a team of twelve staff, based across Bristol and Halifax locations, providing cost support to Retail Central Functions directors who managed approximately £400m annual budgets and 3,500 staff. Key objectives included adopting ‘one best way’ principles for finance process improvements, and effective restructuring of team responsibilities to reflect changing customer organisation structures. I started my regular involvement as an assessor on LBG Graduate Assessment Centres during this period and secured a place on the Retail Finance Emerging Leaders programme in 2010. I did however decide not to join the programme, rather, chose to change my work pattern to allow me to invest in exploring leadership in a Christian context. In April 2012 our team was restructured (again reflecting business structure changes), and we were moved from Retail division to Group Functions. Show less

Bristol, England, United Kingdom

Joined Retail to take on Marketing Finance finance business partner role, initially running a finance team of six supporting the Lloyds TSB Marketing director. This involved provision of monthly cost MI; understanding group-wide marketing function activities as well as those under direct control of the Marketing Director; working with econometrics teams to better understand Return on Marketing Investment; development of other marketing effectiveness metrics and finance support for Customer &… Show more Joined Retail to take on Marketing Finance finance business partner role, initially running a finance team of six supporting the Lloyds TSB Marketing director. This involved provision of monthly cost MI; understanding group-wide marketing function activities as well as those under direct control of the Marketing Director; working with econometrics teams to better understand Return on Marketing Investment; development of other marketing effectiveness metrics and finance support for Customer & Market Intelligence director; influencing Group Finance to support marketing activity. In Autumn 2008, due to changes in organisational structure of the business supported, my finance role expanded (now a team of eight) to also include managing finance business partner support to the Retail Central Functions (HR; Finance; Risk functions etc). In 2008, I also secured a place on the prestigious Finance, Risk and Audit Leadership (FRALP) programme, which involved a significant investment in my leadership training during the following 18 months (included 20+ days training at Roffey Park Institute). Show less

Bristol, England, United Kingdom

Secured senior finance role (rationalized from two to one senior manager roles) following restructure of Operations business. Now led the finance team of seven staff, giving all finance support to this newly formed operations business, including cost budgeting and forecasting, monthly reporting and MI, and liaison with and challenge to CCS suppliers. I reported directly to CCS director, and was the finance member of the CCS executive team, which otherwise consisted of heads of… Show more Secured senior finance role (rationalized from two to one senior manager roles) following restructure of Operations business. Now led the finance team of seven staff, giving all finance support to this newly formed operations business, including cost budgeting and forecasting, monthly reporting and MI, and liaison with and challenge to CCS suppliers. I reported directly to CCS director, and was the finance member of the CCS executive team, which otherwise consisted of heads of Operations centres and an HR business partner. Implemented improved management reporting; new MI systems for call centres. Managed the financial aspects of WBO transformation to its project closure, directly giving finance support to the Wholesale Banking Strategy and Transformation director. Show less

Bristol, England, United Kingdom

Primarily providing Cost reporting and business MI to the Operations director, and his top team. Led a team of five; close management focus quickly improved staff contentment / satisfaction levels. Extremely good relationships built with customers and across our finance team; helped support the Operations business through significant structural change.Secured a six-month career break (July – December 2004) during which time I volunteered with a Christian mission organization based in… Show more Primarily providing Cost reporting and business MI to the Operations director, and his top team. Led a team of five; close management focus quickly improved staff contentment / satisfaction levels. Extremely good relationships built with customers and across our finance team; helped support the Operations business through significant structural change.Secured a six-month career break (July – December 2004) during which time I volunteered with a Christian mission organization based in South Africa / Namibia. The Operations director was keen to support me in achieving this ‘life aim’, and kept my role open for me on my return, having covered my absence with secondees. Show less

Bristol, England, United Kingdom

Moved role to experience supporting a different business management team. First exposure to investment / project financial evaluations.

Bristol, England, United Kingdom

Moved to higher profile manager role, co-ordinating Commercial Banking monthly reporting process, and creating Commercial sector management information for Commercial executives. Extensive use of SAP system.

Bristol, England, United Kingdom

Joined the bank as assistant manager, and was promoted within role to Manager level after six months. Facilitated closure and transfer of TSB Commercial bad book team from London to Bristol. Assisted design and implementation of new Commercial Bad Debt reporting system.

Bristol, England, United Kingdom

Promoted to role of Senior Accountant following completion of my training contact, after having qualified as a Chartered Accountant (ICAEW) with first time exam passes.Significant clients were primarily in financial services e.g. Rowan Dartington (stockbrokers), Hill House Hammond (insurers), Merchant Investors Assurance (Life and Pensions), and Newcourt Credit of Canada (Leasing and business loans), but also included manufacturing clients (eg. Devonport Management Ltd), and information… Show more Promoted to role of Senior Accountant following completion of my training contact, after having qualified as a Chartered Accountant (ICAEW) with first time exam passes.Significant clients were primarily in financial services e.g. Rowan Dartington (stockbrokers), Hill House Hammond (insurers), Merchant Investors Assurance (Life and Pensions), and Newcourt Credit of Canada (Leasing and business loans), but also included manufacturing clients (eg. Devonport Management Ltd), and information systems auditing (e.g. United Bristol Healthcare Trust).I also had a six-week secondment to London Life to help their finance team map a new general ledger system. Show less

Certificate Of Higher Education, Theology/Theological Studies

Chartered Accountant, Accounting And Finance

Joint Honours Degree, Economics / Mathematics

A-Levels

Gcse'S