As Financial Controller my first task was to coordinate and manage the successful transition of the Finance Function from Reading to Manchester. Ultimate control over the financial accounts, processes and reporting for finance for the JV. I am responsible for the day to day running of the finance team ensuring that management accounts are prepared in a timely manner and managing the annual audit as well as ad hoc projects for the company directors.

In my role as the Financial Controller my purpose was to develop and ultimately manage the Finance department. This required me to specifically manage the financial reporting, auditing, tax, accounting, credit control and procurement for the full operation. On a day to day basis my partnering skills enabled me to provide financial support to the operational teams. I was also the financial lead to the business plan in the funding negotiations, which enabled me the experience to openly converse with a multitude of investors from banks through to PE houses.

As Commercial Finance Manager my responsibilities included: development and distribution of decision effective reporting to support the performance of the retail estate; identify, establish and provide actions on factors which influence customer and staff behavior including:- Distance to Site, Geographic Indicators, Physical Estate, Days Open and Tenure; creation of a planning and forecasting tool to better enable improved performance; creation and implementation of a quality metric.

My role required operational governance, improvements and financial control over front of house operations; PAISA / internal / government funded capital investments and on-site operational expenditure; maintaining and developing client relationships; responsibility for delivering financial and operational KPI’s; forecasting and business planning for the north west contracts; overseeing delivery of the financial performance of trust and directly managed facilities; providing financial support to the Commercial Director in delivering commerciality across the Leisure portfolio.

In my previous role I was responsible for the day to day financial management of the team responsible for the design of the nuclear core reactors (core design), as well as the team responsible for site management (site services). The role required me to provide support to the teams to deliver the product to the customer (MoD).Preparation of Management Accounts and Management ReportsAs the sole finance point of contact with the core design and site services teams it was my responsibility to collate and analyse the monthly management accounts making journal adjustments where appropriate for accruals and prepayments. From the management accounts I produced several reports to the financial and operational controllers of the submarines businesses.Management Reporting and Decision MakingAs well as collating the information and producing the reports it is was my responsibility to report the information about the financial figures to the financial and operational controllers. I was also included in the decision making process to help the business deliver a more cost effective and beneficial product to the end customer.

In June 2008, I began my role as a business assurance professional reporting to the head of business assurance (BA). BA is Rolls-Royce’s internal audit department reporting directly to the audit committee and falls under the departmental structure of the department of risk (DoR). I was responsible for undertaking and leading several reviews that address key business risks. Reviews are undertaken in three phases: planning, fieldwork and reporting. In the planning phase I would consult with the relevant areas of the business to clearly define the scope of the review. I plan and lead introductory meetings.In the fieldwork phase I assimilate information through examination of documents, analysis of the data and interviews with staff. During the fieldwork stage I analysed the management accounts of different sectors of the business, reconciled general ledger accounts and interrogated the expenditure on capital purchases. I applied my findings to existing processes and identified weaknesses with internal controls. Once the fieldwork phase is complete I discussed the findings with the business management and agree solutions, action plans and their timescales for implementation, to address the issues raised. This requires me to think creatively, use good judgement and negotiate proficiently with executive level personnel. I then formally prepared the report, which is designed to act as a management tool to implement the agreed actions. Writing the report required me to communicate in a concise and clear manner. I have led reviews and have coached new starters and junior members of the team on the tools and techniques used in internal audit reviews. I have conducted several reviews cover a range of areas including inventory, a joint venture, capital investment, financial accounting and systems reviews. These cover several key business risks and identified several issues to action in order to remove and reduce the level of risk.

I was a finance graduate trainee at a subsidiary of Rolls-Royce plc called Rolls-Royce Distributed Generation Systems (DGS) based in Winsford, Cheshire. There were approximately 90 people in the company and the finance department employed four people. I reported to the RRDGS finance director.I was responsible for preparing and maintaining accounting records for a large insurance claim (the largest in Rolls-Royce history)My first task as part of the team was to use my reporting knowledge to develop a monthly management reporting packs and other reports to standardise and simplify the approach taken. I particularly focused on developing a means of conveying complex financial information in a format that would be immediately understandable to non-financially trained managers. In January 2008, DGS was audited by KPMG and I managed the fixed asset and cash audit. This involved preparing the audit packs for use by the auditors and explaining any issues that the auditors may have. Within the audit I was tasked with gathering any ad-hoc information that they request. The audit was completed successfully. I was also involved in the development of a standardized process for evaluating the business for a new sale to the Ministry of Defence (MoD). The new business evaluation required a life-costing model to be developed. This needed information gathering from the design, engineering, purchasing and sales team to ensure that all costs would be included. Once the offer was made I became part of the team who visited the MoD to promote the product sale. I was actively responsible for explaining the costing model and answering the questions the MoD had.As part of my role I inherited a post implementation review of a capital investment project for an extension to the current facility completed 6 months earlier.From the review several mitigating actions were identified and given to the business as a method of reporting the actual capital investment.

My responsibilities included: preparation, reporting and presenting the month-endfinancial results; developing a risk adjusted business model for the engine re-entry tothe market; budget and forecast preparation; and being the central point of contact to allother functions within the Trent 900 team.

My responsibilities included: preparation of management accounts and management reports;budget and forecast preparation; the program management of an SAP implementationworkstream; and to develop the system and understandings of the monthly and quarterlyoperation's key performance indicator's.