Prosapient is a technology-driven expert network that partners with global consultancies and private equity firms, providing them with tailored insights and expertise through specialist experts to inform strategic decisions, market research, and investment opportunities. Turnover c.£30m, with c.250 headcount .• Planning & budgeting• Team leadership (5 people)• Share option plan management• Overseeing accounting & tax of US, Canada and Portugal subsidiaries• Treasury and cash management• Cash flow and balance sheet modelling and forecasting• Group consolisation and reporting for statutory accounts• Board packs

• Post-Acquisition Integration: Led financial integration after Reuters News' acquisition by Thomson Reuters in September 2019. Managed the strike-off process of legacy group entities, including faciliatation across audit, tax and legal areas, securing tax clearance, and ensuring smooth transitions.• Due Diligence & Financial Modelling: Developed comprehensive financial models, including balance sheet and cash flow forecasts, that were pivotal in Reuters News' due diligence process. Collaborated with senior stakeholders to align financial strategies during the acquisition.• Private Equity MBO (2018): Played a key role in the private equity-backed management buyout (MBO) completed in August 2018. Directed vendor due diligence from October 2017 and built financial models from scratch, while implementing a bespoke data warehouse to streamline Salesforce data analysis and forecasting.• Ev-Bridge Model: Collaborated with external advisors to develop and refine the Ev-bridge financial model for optimised financial planning and execution.• Financial Leadership & Compliance: Managed financial operations for a team of 120 staff, with a turnover of £31M. Achievements include building robust financial models, designing board reporting packs, consolidating newly acquired organisations, leading team restructures, and implementing risk mitigation• Consolidation and incorporation of new PE organisation into existing structure and ensuring compliance of requirements of senior facilities agreement (SFA), covenants, interest rates• Setting up interest rate and currency hedging contracts as required by SFA• Restructure of the finance team to bring processing back on track and implemented strict monthly timetables• Led process re-engineering and system transformation to improve the production of financial and management accounts, included migration from SUN to Financial Force.• Mitigating risk and exposure implementing new processes to move the business to non-cash basis.

I managed a team of six at private equity-backed WTG Events (later Industry Dynamics), delivering business summits in Europe and North America. Responsibilities included stringent cash and working capital management, implementing NetSuite ERP system, and attending board meetings to prepare reports for investors.

Short-term assignment to assist in year-end audits for EMEA group companies. Tasks included producing statutory accounts and tax packs for three UK entities and statutory accounts for three overseas entities under IFRS.

Joined initially as financial controller responsible for leading the management reporting function heading a team of five. This was a commercial role with the emphasis on delivering value adding information to senior management, as well as the day to day running of the finance department. Following the relocation of the management reporting function from Luton to Skipton, commenced a newly formed central role from January 2012 as Group Financial Controller.

Temporary role in the commercial finance department to assist with the budgeting process.

I began as London Financial Controller, rapidly promoted to Head of Financial Planning & Reporting and Financial Controller with UK-wide responsibility. After the AIM floatation in November 2007, I became International Financial Controller reporting to the Group CFO, overseeing overseas offices in Europe, Middle East, Asia, and Australia.

I joined Pentland as Financial Controller for Pentland Shoe Company, a £50m turnover private label footwear business within a £250m turnover sports and fashion group. I reported to the managing director and was later promoted in May 2001 for contributing to the strategic review of the business and launching the new Ted Baker footwear licensee business.