Finance Consultancy

Set up and implement processes to manage landlord funding and 3 year maintenance programme

Finance Transformation lead on the Finance system upgrade project (Aptos), responsible for managing the change within the Finance function, UAT, and ensuring staff were trained on the new functionality.Project managed the P2P (Procure to Pay) project during the RFI/RFP process to choose the optimum system and supplier for Studio Retail. Project aim to implement a No PO No Pay policy for all non-stock purchases covering 700 suppliers and £200mn spend. Finance Transformation lead on the… Show more Finance Transformation lead on the Finance system upgrade project (Aptos), responsible for managing the change within the Finance function, UAT, and ensuring staff were trained on the new functionality.Project managed the P2P (Procure to Pay) project during the RFI/RFP process to choose the optimum system and supplier for Studio Retail. Project aim to implement a No PO No Pay policy for all non-stock purchases covering 700 suppliers and £200mn spend. Finance Transformation lead on the P2P project once the supplier on board to ensure the system was configured in the most effective and efficient way and satisfied Finance requirements.Managed all small change projects in Finance including implementation of a direct despatch system for matching stock invoices in Accounts Payable and transferring Group accounting to the main Finance system.Streamlined the 13-week cash flow forecasting process eliminating over £10m of duplicated foreign stock payments, simplified and documented the process. Show less

Following the sudden departure of the Associate Finance Director and Finance Manager - I covered both of the roles ensuring BAU continued on a day to day basis and all doctors/staff payroll was processed for five companies.Implemented stricter segregation of duties and processes.Recruited the replacement Finance Manager ensuring she had a detailed handover.

SME company brought Finance in-house from an External Accountancy practice in Jan 2020. I was brought in to review the integrity of data, processes, and controls in place and help the existing Finance Manager bring all the reconciliations up to date for the 6 months (Jan to June).Finance Manager handed in her notice (2 weeks after I started) – I recruited a temp reconciliation Assistant to bring all reconciliations up to date and a Head of Finance to take on the Finance role… Show more SME company brought Finance in-house from an External Accountancy practice in Jan 2020. I was brought in to review the integrity of data, processes, and controls in place and help the existing Finance Manager bring all the reconciliations up to date for the 6 months (Jan to June).Finance Manager handed in her notice (2 weeks after I started) – I recruited a temp reconciliation Assistant to bring all reconciliations up to date and a Head of Finance to take on the Finance role permanently (who started mid-August).I reviewed and streamlined the majority of the processes across all Finance functions. Show less

Reviewed the main processes within the Finance department, identified areas of weakness and prepared a risk and issue register for the Head of Finance with RAG status and recommendations for improvementReviewed the daily reporting KPI process, recommended and implemented an updated, more streamlined daily KPI report eliminating duplication of input and saving timeStreamlined/automated the manual month end process for journaling the data from the Credit Management system in to the… Show more Reviewed the main processes within the Finance department, identified areas of weakness and prepared a risk and issue register for the Head of Finance with RAG status and recommendations for improvementReviewed the daily reporting KPI process, recommended and implemented an updated, more streamlined daily KPI report eliminating duplication of input and saving timeStreamlined/automated the manual month end process for journaling the data from the Credit Management system in to the Finance system, reducing the time to complete the task from 2 and a half days to half a day. Wrote detailed process notes and trained staff on how to complete the task.Reconciled the monthly debtor balances produced by both the Credit management system and the Main Finance reporting system monthly for the last 12 months – and confirmed that £1.4mn of authorised balances could be closed (no impact to P&L)Full review of the Credit Management system with recommendations for improvement to the Head of Finance including user access controls, master code list for staff to minimise mis postings, new reports to facilitate KPI reporting, and further automation of month end process.Streamlined the month end process for accounting for Fixed Assets splitting out Assets under construction and the monthly capital accrual, and reduced the number of linked spreadsheets used to calculate depreciation. Recommendation to carry out a full review of assets with NBV of zero to write off assets no longer in existence.Streamlined/automated the timesheet and monthly payroll process including import conversion of spreadsheets for upload into the payroll system saving approx. 5 days per month for the payroll team Show less

Successfully set up legal entities and bank accounts in South American countries to tight deadlines, whilst reviewing and improving month end and cash-flow processes

Consultancy work for various businesses going through change/transformation

Senior Project Manager responsible for successfully delivering a number of complex projects with multiple stakeholders to tight deadlines and within budget, including the upgrade of the Help.Virginmedia website and outsourcing the Service Desk to Accenture in India

Project Manager on two complex projects for Dulux (the UK Stores business division of Akzo Nobel}:1) SAP/SRM implementation covering NPR purchasing, new PO system, Fixed Assets and Reporting2) Outsourced PTP and RTR transactional processing to Infosys in India and Poland

Cashflow Management including detailed receipts and payments forecasting for a £2bn turnover telecommunications business.

Financial Control of £140m turnover business - managing the Finance team on day to day basis and involved in project work.

Mentoring and coaching my son prior to starting Secondary School.

Debt Solution Company offering debt management plans and IVAs c £24m T/O.Compilation of all financial documentation & involvement in full due diligence process necessary to enable the company to float on AIM in a record 3 month timescale.Full be-spoke IT systems re-write in liaison with IT ensuring Finance module reconciled & corporate governance principles in place.Set up & updated accounting procedures & controls to ensure integrity of data for all group companies.Set up… Show more Debt Solution Company offering debt management plans and IVAs c £24m T/O.Compilation of all financial documentation & involvement in full due diligence process necessary to enable the company to float on AIM in a record 3 month timescale.Full be-spoke IT systems re-write in liaison with IT ensuring Finance module reconciled & corporate governance principles in place.Set up & updated accounting procedures & controls to ensure integrity of data for all group companies.Set up weekly cash-flow reporting to optimise working capital during the credit crunch Full review of costs of the business - reducing monthly overheads by 10% (£60k) per month.Significant improvement of monthly Finance Board Report, key graphs & KPIs added to facilitate decision makingReduction of days to produce month-end accounts from 10 days to 5 days Integration of purchased back books of clients & ongoing affiliate deals ensuring financial processes in place to accurately reflect the acquisitionsAmalgamation & consolidation of purchased Debt Management company in to the existing Group structure ensuring banking relationships maintained, & results accurately reflectedIntroduction of monthly senior management individual meetings to review and discuss key financial information relevant to the budget holder,Production of daily & weekly KPIs issued to senior management to monitor ongoing financial and cashflow information on a timely basis Completion of Statutory Accounts for eight companies including consolidated Statutory Accounts for the GroupCompletion of annual Group Budgets (3 year plan) in liaison with the senior management team & DirectorsQuarterly profit forecasts in liaison with the Business Liaison with third parties inc. Venture capitalists, Auditors and the Bank. Show less

Completion of strategic pricing papers for both short-haul and long-haul seat rates.Raised transparency of cost base and allocation of costs by route & region.Compilation of 5-year plan for the Airline in liaison with Group Planning Director and Airline Finance Director.Responsible for migrating the accounting for Foreign Exchange requirements from the Gatwick to the Manchester Finance office, reviewing all processes and procedures and building in robust financial… Show more Completion of strategic pricing papers for both short-haul and long-haul seat rates.Raised transparency of cost base and allocation of costs by route & region.Compilation of 5-year plan for the Airline in liaison with Group Planning Director and Airline Finance Director.Responsible for migrating the accounting for Foreign Exchange requirements from the Gatwick to the Manchester Finance office, reviewing all processes and procedures and building in robust financial controls.Responsible for migration of the cash-flow forecasting from Gatwick to Manchester, reviewing all processes ensuring integrity of the data flows.Worked with Mainstream Finance & Planning Departments to increase visibility of profit by route for long-haul product to facilitate medium to longer-term decision-making.Completed Finance departmental restructure with Airline Finance Director.Review of reporting deadlines, and integrity of management information. Show less

Seamless transition in to the Airline ensuring business continuity within the Finance department with particular emphasis on meeting deadlines and the needs of the organisation.Co-ordinated the year-end process ensuring timely completion of the Statutory Accounts.Attend Board meetings, presenting the monthly Financials and participating in strategic decision-making.Close liaison with the German parent company working on various pan-European high-level projects inc, cost… Show more Seamless transition in to the Airline ensuring business continuity within the Finance department with particular emphasis on meeting deadlines and the needs of the organisation.Co-ordinated the year-end process ensuring timely completion of the Statutory Accounts.Attend Board meetings, presenting the monthly Financials and participating in strategic decision-making.Close liaison with the German parent company working on various pan-European high-level projects inc, cost rationalisation and potential centralisation of functions.Responsible for all ad-hoc financial evaluations e.g. fleet evaluations, seat pitch analysis, on-board product offering utilising extensive Charter Airline experience.Worked closely with the legal team, Airline team and Finnish supplier on a detailed systems specification and contract for implementation of the In-Flight computer system.; Show less

Responsible for the financial control of the UK Airline including implementation and control of the annual budget (£600mn revenue), cash planning, treasury, audits and statutory reporting.Co-ordinated all aspects of monthly reporting and provided financial/operational support and advice to all levels of management.Managed the treasury function for the UK airline covering provision of interest/currency/fuel hedging information to a central Group Treasury function.Responsible for 46… Show more Responsible for the financial control of the UK Airline including implementation and control of the annual budget (£600mn revenue), cash planning, treasury, audits and statutory reporting.Co-ordinated all aspects of monthly reporting and provided financial/operational support and advice to all levels of management.Managed the treasury function for the UK airline covering provision of interest/currency/fuel hedging information to a central Group Treasury function.Responsible for 46 staff inc.recruitment, appraisal, development, training and disciplinary procedures. Attended Board meetings, presenting financial results and participating in strategic decision-making.Implemented and managed the business risk model for UK airline. Enhanced short-term cash flow forecasting procedures in multi-currency to enable accurate daily and weekly reporting.Introduced detailed cash management procedures following September 11th to optimise the cash position.Formulated airline's long-term 3 year planMember of Steering Group implementing Oracle Financials.Involved in the start-up of MyTravel Lite (the low cost airline of MyTravel PLC; Show less

Managed the relocation of AlbaTours finance team from Missisauga to the main office in Toronto.Set up procedures and controls to facilitate the consolidation of the financial results of AlbaTours with Sunquest Vacations.Managed annual operating budget of Canadian$362million.Responsible for preparation of monthly Board Pack and detailed financial statements.Coordinated the annual audit of the financial statements.Developed and implemented monthly financial reports in UK Group… Show more Managed the relocation of AlbaTours finance team from Missisauga to the main office in Toronto.Set up procedures and controls to facilitate the consolidation of the financial results of AlbaTours with Sunquest Vacations.Managed annual operating budget of Canadian$362million.Responsible for preparation of monthly Board Pack and detailed financial statements.Coordinated the annual audit of the financial statements.Developed and implemented monthly financial reports in UK Group format for input in to the consolidated software package. Involved in the implementation of Logibro Financial systems package.Filing of financial statements, with Banks, the National Transportation Agency and relevant Government Ministries for both AlbaTours Show less

Seconded to Canada to set-up the requisite financial reporting for a recently acquired Italian Tour Operator (AlbaTours) - ensuring that the financial results of the company were reported and collated by the Canadian Leisure Group for consolidation by UK Head Office.Review and revision, where necessary, of all financial procedures within AlbaTours. Introduction of monthly balance sheet reconciliations to ensure integrity of management information.Provided financial information to… Show more Seconded to Canada to set-up the requisite financial reporting for a recently acquired Italian Tour Operator (AlbaTours) - ensuring that the financial results of the company were reported and collated by the Canadian Leisure Group for consolidation by UK Head Office.Review and revision, where necessary, of all financial procedures within AlbaTours. Introduction of monthly balance sheet reconciliations to ensure integrity of management information.Provided financial information to senior management to support the decision making process.Consolidation of the AlbaTours Financial Results with Sunquest Show less

UK Charter Airline subsidiary of Airtours PLCOverall responsibility for the day-to-day running of a department of 29 staff. Responsible for costings, management accounts, and cashflow forecasts.Fixed Asset maintenance and depreciation of aircraft spares (£20million).Assisted the Finance Director in the production of the operating budget of a £300million airline.Managed multi-currency creditors' ledgers covering approximately 20 currencies.Managed surplus sterling and… Show more UK Charter Airline subsidiary of Airtours PLCOverall responsibility for the day-to-day running of a department of 29 staff. Responsible for costings, management accounts, and cashflow forecasts.Fixed Asset maintenance and depreciation of aircraft spares (£20million).Assisted the Finance Director in the production of the operating budget of a £300million airline.Managed multi-currency creditors' ledgers covering approximately 20 currencies.Managed surplus sterling and foreign currency investments involving placing tranches of funds on deposit for up to 12 months via a Central Group Treasury function.Implemented multi-currency cash & interest forecasting model for use in treasury management.Responsible for timely submission of all Government, Auditor, Bank, CAA and other returns. Show less

Charter Airline Subsid. of Airtours PLCInvolved with the detailed systems specification, user testing and implementation of the Management Accounts costings system for a start up Airline with 5 aircraft.Managed accounts department of 10 staff and produced monthly accounts.Involvement in the integration of a second Airline in 1993 including the setting up of procedures and implementing programme changes to cope with the new company structure, the increased fleet size and the… Show more Charter Airline Subsid. of Airtours PLCInvolved with the detailed systems specification, user testing and implementation of the Management Accounts costings system for a start up Airline with 5 aircraft.Managed accounts department of 10 staff and produced monthly accounts.Involvement in the integration of a second Airline in 1993 including the setting up of procedures and implementing programme changes to cope with the new company structure, the increased fleet size and the diversity of aircraft types.Managed monthly payroll listings for 1,000 staff (mainly flight deck and cabin crew).Reduced time to produce monthly management accounts by two days. Show less