Reporting to CFO – Manage three teams comprising eleven qualified and part qualified accountants across the UK, Ireland, and France.• Financial Reporting: Reduced month-end reporting from six to five working days by streamlining intercompany processes and journals. Resulting in faster and more transparent Interco reconciliations.• PE Investor Relationship Management: Present private equity shareholders with timely monthly and ad hoc updates on group performance, cash position, 13-week forecasts and latest year-end estimates. Liaise with the investor’s Chief Investment Officer to manage cash position, securing shareholder loans for current and future production facility projects.• Year-End & Audit Ownership: Work together with Head of Controlling in closing legal entities management accounts. Facilitated successful account sign offs for the last fiscal year with external auditors.• M&A Support: Advise CFO and Group Strategy Director on feasibility and financing options of buy-out plan for one of the company’s international distributors and international joint venture options. Analyse future earning potentials and prepare due diligence audit requirements.• Transfer Pricing: Ownership of transfer prices between all production and selling entities ensuring adherence to local tax and legal requirements.• Supplier and Customer Relationship Management: Meet suppliers and customers to negotiate terms and pricing. Successfully moved large supplier from 30 to 60 days payment terms.• Budget Process: Ownership and coordination of budget process both at group and legal entity level to profit before tax, including cashflow and balance sheets. Shortened existing timetable from five to three months with reduced input requirements from stakeholders and a tighter result-focused review and sign off process

• Set-up of High-Performance Team: Successfully built Commercial Finance function from scratch after inheriting a rapidly dissolving FP&A team.• Budget Process Re-design: Designed & implemented online based forecasting tool which is successfully used globally for budgeting and quarterly forecasting.• Cost Control Strengthening: Improved purchase order process and visibility in co-operation with corporate finance to achieve better cost control within Marketing.• Marketing Budget & Controls Enhancement: Supporting the CMO in budgeting for and controlling A&P cost. Devising and establishing key advertising performance indicators to measure ROI and ensure strategic alignment of spend.• Year-End & Audit Ownership: Working with Group FD in closing legal entities management accounts. Ownership of all commercial cost. Facilitating audits with external auditors.• Bank Facilitation: Supporting the CFO in managing bank covenant requirements working directly with bank auditors.• M&A Support: Advising CFO and Group Strategy Director on feasibility and financing of buy-out plan of APAC distributor. • Performance Insights and KPIs Implementation: Designed, built, and implemented Commercial Finance Dashboard providing Sales, Marketing, and the Exec monthly and quarterly with group level performance KPIs and performance information.• External Business Insights Integration: Built strategy and processes to integrate external IRI and EPOS consumer and shopper data into internal reporting. Leveraging insights through data triangulation.• Sales Performance Monitoring: Designed, implemented, and built new daily sales reporting on PowerBI across the Quintessential Brands group.• BU Performance Management: Implemented weekly in-month business unit forecasting. Driving enhanced focus on delivering monthly global targets.• Cost Price Increases: Facilitating implementation of global cost price increase strategy delivering 20% growth in revenue over the last fiscal year.

• Financial Controls: Implemented financial controls and charity accounting standards in young and fast-growing organisation.• Restructure: Worked with the CEO to achieve alignment of organisational structure and goals to fend off funding challenges brought on by COVID-19.

Consultant working with businesses across various industries to finetune strategies, streamline processes, and improve business performance and insights. Specialising in process improvement and implementation of business system solutions including Power BI.

Budgeting Lead: Managing bottom-up budget gap fill process for all UK categories. Scenario analysis to evaluate different options to offset commodity price increases and potential Brexit outcomes. Successfully closing 3% EBIT gap to corporate strategy plan.

Short term contract to help RB reconciling global move of reporting systems:• implemented Power BI solution for users to check that the new and old reporting outputs reconcile;• Built and managed permission solution to ensure users only see their part of the reports;• Trained users in over 100 countries on using the Power BI reconciliation tool;• Supported users globally with system problems;• Managed relationship between developers in India and users on a daily basis when reconciliation issues were added to the issue log.

• Gross Margin Reporting Improvement: Working with wide range of stakeholders to design and set up Gross Margin reporting tool on PowerBI. Collaborating with developers to produce agreed outputs. Transformed outputs and commentary for Centrica Board review meetings.• Bottom-up Forecasting Re-design: Successfully launching new forecasting model. Design and creation of quarterly bottom-up forecasting model using MS PowerQuery. Redefining and simplifying processes. Improving forecast accuracy through increased visibility with live updates on PowerBI resulting in data errors reduction.

• Implementation of Procurement project funnel tool: Converting Excel based savings tracker to SharePoint based system. Training 150 end users on new system. Design and implementation of reports and KPIs for Leadership team to monitor both value of project funnel and month to month movement.• Corporate Affairs third party spend: initiated and delivered model to align £12 million annual expenditure key strategic pillars and objectives.

Business Partner to Sales director and Sales Channel directors:• Sales channel performance analysis and strategy: Delivering efficiency model for all sales channels building on the retail efficiency work done on previous assignment. Working with Sales Channel directors to establish true long-term profitability of each channel and advising on investment strategies based on ROI.• Development of new long-term measure of profitability: Working with reporting team and sales partners to develop and successfully implementing new algorithm to determine the net return on cable subscription base and future value of new subscribers.

International Business Partner to Global Marketing. Working with regional Sales directors, Marketing directors and operations:• Process Streamlining: Initiating and leading system & process streamlining. Readying Business Unit move to France for newly recruited team – team fully functional August 2016 with all processes set up and handed over.• Häagen Dazs Café KPIs: Creating and fully implementing KPIs for European operations. Resulting in greater insight on key levers for global Café management team (e.g. concepts, shop size; traffic, location) – leading to review of concepts and locations with senior management.• New Product Development CAPEX: Coordination of all global NPD launches and associated capital requests. Submission to and liaising with US team for Board approval. Four major projects fully approved and within / ahead of timeline – total NPV value of $85m.

Business Partner to Sales Channel Directors & Managing Director• Budgeting: Full responsibility for creation of annual budget for the Small Enterprise segment. Turnover of £0.5bn with 1.1m connections and over 90 thousand customers. Successfully submitted budget on time with setting phased sales acquisition cost & customer acquisition and customer retention targets. • Insight & reporting: Working with business to continue to deliver enhanced reporting capability and improve the understanding of the performance of the Enterprise Business Unit. Designing & implementing of improved customer retention analysis across the business unit leading to reduced churn targets for budget (1ppt pa. equivalent to ca £0.8m in sales acquisition cost savings).

Business Partner to Sales Channel Directors & Marketing Director• Pricing & promotion: Spearheading design and implementation of sales processes for promotional evaluation and train finance team & account managers providing stronger control over spend in associated lift & profit.• Trade spend ledger: define process and implement excel & system-based ledger for trade spend control and train finance team - resulting more accurate cost accrual process, minimising level of under-accruals and reflecting actual cost closer in month P&L. Leading to P&L releases of £1.1m.

Business Partner to Sales Director, Sales Channel Directors and Consumer Offer Team• Consumer pricing & discounts: set up processes for monthly reporting of sales and discounts to provide insight into sales mix, customer lifetime value and consumer discounts across all sales channels. Enabling the business to evaluate offers quicker and fine tune offers to react to consumer demand. Overall reducing sales acquisition costs by £2.1m annually bringing it back into line with budget.• Retail performance analysis: designed and implemented monthly reporting on Customer Lifetime Value by store and introduced heat map on most relevant KPIs to advance understanding of drivers by store for the wider management team. Identifying 7 loss making stores, enabling store teams to build turnaround plans.• CAPEX & OPEX management: approval and monitoring of CAPEX and OPEX spend for all sales channels including shops and online. Responsible for annual CAPEX budget of £9.5 million. All projects delivered within in plan. Solutions for projects at risk of overspend identified quickly and implemented.

Business partner to eight European markets● Performance tracking: Spearheading unified KPIs. Collaborating with Country Finance Directors and Sales Directors to establish best practice and ensure pan European alignment across 15 markets. Allowing the European management team to compare markets quickly and improve overall compliance and performance across Europe. New processes allowing to reduce headcount by 15% saving ca. $3.5m in general administrative cost while delivering improved insight.● Forecast accuracy: Implementing weekly review process and increasing country accountability leading to 10 out of 12 months within 95% of forecast for revenue and EBIT.● Cash flow: Weekly cash calls concentrating on Accounts Receivable and Accounts Payable, analysing DSO and successfully establishing collection targets by country based on latest P&L forecasts. Generating incremental £60m cash within 6 months and long-standing balances (>365 days) were cleared efficiently.● Profit pool analysis: Design and implementation of model for pan-European products to establish profit pool distribution across retailers of main 8 markets. Enabling European business to align prices across markets and countries. As result average revenue per kg for Tomato Ketchup to rise by 1.4% in both France and Benelux within 6 months.

Finance lead on the Category Leadership Team alongside Sales director, Marketing director and Category Development Manager● Planning/budgeting: leading top down three-year Strategic Plan & Annual Operation Plan (top down and bottom up). Facilitating reduction in monthly forecasting volatility by taking stronger control over demand & sales forecasting. Budgets met in both years – learnings applied the following year.● Consumer Pricing: Improve promotional effectiveness by pro-actively leading packaging differentiation project & optimisation of promotional plan together with Category Development team and Sales using Customer & Product segmentation and subsequently creating and issuing of promotional guidelines. Overall annual trade investment savings of £10m were achieved.● New Product Development: Finance lead successfully launching ‘Heinz 5 Beanz’ and managing ‘Heinz Flavoured Beanz’ relaunch. These projects successfully delivered 3% incremental sales during the first year.

Partnering with Sales Director and sales team liaising with Marketing and Category finance• Reducing Forecast Volatility: Successfully reduced volatility by taking control over trade expenditure and reducing average cost accruals from over 90 days to below 28 days.• Joint Business Planning: successfully support and challenge joint business plans – driving benefits for both HJ Heinz and ASDA through successful product launches and improved promotion performance.• Profit turnaround: Turned £1.2 million gap to budget into upside of £1.4 million within 8 months through:o Managing & supporting price increases – timing, implementation & compliance o Review of and advice on promotional spend o Improvement of Risks & Opportunities process with greater emphasis on risk mitigation.• Consumer pricing: Sales Finance lead for the development of innovative promotional effectiveness tool and post promo evaluation (PPE) process. Leading to £17 million overall reduction in promotional expenditure within the first year of implementation.• Management: 4 direct reports

Business Partner to Sales and Marketing team• Forecasting & budgeting: Leading quarterly and annual forecasting process.• Own Label tenders: Leading financial evaluation of supermarket tenders using both variable and absorption costing. • Strategic Planning: Defence planning for brands against aggressive competitor actions. Branston revenue growth of +10% annually with taking HJ Heinz share of ca. 1% pa. • Management: 1 direct report

Retail Finance in charge of Sainsbury, Waitrose and Discounters- Creation of joint annual business plans in conjunction with Retailers- Customer terms calculations and control- Financial support to Sales team for price increase negotiations- Distribution / Listing Gap analysis

Responsible for Bedroom, Beds, Living & Working, and Sofas. Also responsible for performance analysis of Southern Region (around 75 stores).- Promotional Analysis (post & pre)- Budget setting for Categories and Stores- Weekly Category reporting – Orders, Despatches, Margin- Set up and consolidation of Store P&Ls- Variance Analysis for Store and Category P&Ls- Assisting Sales, Purchasing and Marketing departments with creating business cases for Capital Expenditure.- Reviewing Business Cases – challenging assumptions at all levels of business.

Finance Manager for Professional Services business unit. Leading team of three in charge of all subscription renewals for all of DX Services. Financial lead on subscription pricing model project. Introduction of new key measures to monitor both company and team efficiency.Reporting to Managing Director as part of the Business Unit Management Team3 direct reports - In charge of all deferred revenue recognition from subscriptions- Supervising all aspects of Revenue Reporting for the business unit- Ensuring that Revenue matches activities during the month

Revenue accountant in charge of subscription services accounting. Month-end accruals, reporting. Monthly rolling forecast & budget forecasting.Reporting to Finance Manager1 direct report- Revenue Reporting against Target / Budget and Forecast- Revenue Variance Analysis against prior month & Budget- Monthly Revenue Forecasting

Reporting into Planning & Analysis Manager- Forecasting and tracking (monthly, quarterly & yearly including three year strategic plan): - Balance Sheet (General Mills UK Ltd & General Mills ICF S.a.r.l.) - Cash Flow (General Mills UK Ltd) - Brand P&Ls- Integration of Betty Crocker and Bugles business from General Mills International to General Mills UK

Sandwich Placement - Commercial Finance - Creation of Capital Expenditure proposals incl. calculation of IRR and NPV- Controlling central budgets and reporting on Purchase Orders- Daily, weekly and monthly sales reporting to Pillsbury UK Exec and Pillsbury International Headquarters, Minneapolis, USA- Administration of customer claims in regards of consumer activities- Consolidation of departmental KPIs to Country KPIs for both UK and International Exec

Vocational Training - Banking (Qualified in July 97)

German Army, NATO Headquarter Northern Germany, Kiel, Germany