Bob Smith Email & Phone Number

Looking for new permanent role or interesting interim roles

London, United Kingdom, Gb

Reporting to SVP Finance in US and SVP Global Sales. Director of multiple international subsidiaries and joint ventures within this highly acquisitive global information group Annual Revenues £1,200m pa and 6,000 staff worldwideMy responsibilities include- agreement of sales and revenue budgets- agreement of budget direct sales costs- agreement of commission plans- review of actual performance and forecasts- identification and agreement of action plans to meet corporate targets- agreement of process improvements to improve sales force efficiency

London, United Kingdom, Gb

Reporting to SVP Finance in US and SVP EMEA/APAC in UKDirector of multiple international subsidiaries and joint ventures within this highly acquisitive global information group Annual Revenue £300m pa and 1,000 staff regionallyMy responsibilities included - all accounting processes and external reporting introducing new systems and process - business partner financial planning and analysis activities - budgets, project accounting, management reporting, and forecasts - value maximisation through review and approval of non standard sales bids and sponsorship of procurement/facilities projects- value creation through multiple M&A activities

London, United Kingdom, Gb

Reporting to SVP Finance in US and SVP/ MD International Energy in UK. Director of multiple international subsidiariesAnnual Revenues £70m pa and 350 staff My responsibilities included - all accounting processes and external reporting introducing new systems and prcess- business partner financial planning and analysis activities - budgets, project accounting, management reporting, and forecasts- value maximisation through review and approval of non standard sales bids and sponsorship of procurement/facilities projects- value creation through multiple M&A activities

Director of own Consulting companyClientsa) SAPIENT plc (a NASDAQ Quoted Offshoring Group) UK FINANCE DIRECTOR 2005 to 2006 Worked as Finance Director for £20m pa UK subsidiary and transitioned UK Finance activities to Indiab) DEPARTMENT FOR WORK & PENSIONS: FINANCIAL ARCHITECT 2004 to 2005 Part of a world class team created by Capgemini to design and deliver a major change programme for Europe’s largest IT user. Scope included re-engineering of DWP IT division (budget £1.25 billion pa) and renegotiation of existing £5 billion IT outsourcing contracts to reduce costs and improve service quality. Duties include estimation of IT cost base and value of assets to be sold, evaluation of proposed pricing and agreement of same with EDS and BT. Agreement of contract management /financial control processes with suppliers, DWP and HM Treasury. Estimated savings were in excess of 20%.c) BRIARS GROUP LTD: FINANCE/PROGRAMME DIRECTOR 2003 to 2004 Reporting to MD and working with Canadian investors to create a financial services group in the UK. Achievements included agreement of trading model/appropriate corporate structure and set up of necessary subsidiaries. Creation of a project plan to identify all activities required to commence trading, and translation of that plan into a financial model to determine funding requirements. Agreement of plans and funding with investors, and provision of advice on potential acquisitions. d) AVIS (EUROPE) LTD: PROGRAMME DIRECTOR 2002 - 2003Reporting to Vice President IT. Carried out strategic review of global IT systems delivery and support functions (exc US), and identification of costs and benefits of alternative sourcing options (re-competing existing contracts, outsourcing internal activities and staff to a third party, and transferring work offshore). Completed organisational design work to identify target IT organisations needed during the change and beyond. Launch plans, business case and Board Paper approved

Milwaukee, Wisconsin, Us

Reporting to President: Fiserv (Europe) Ltd. Director of Fiserv (Europe) Ltd, Fiserv Polska and Catapult Technologies LtdAnnual Revenues £40m and 400 staff Functional responsibility for Finance and Commercial Operations, Business Strategy and Performance Measurement, Facilities, Administration, Internal Systems, and Quality) for EMEA Region. Direct responsibility for 30 staffAchievements* Introduction of business metrics and MIS used as a baseline to inform strategic reviews of operations. * Led first strategic review resulting in a revised growth strategy based on the introduction of new business lines and offices, and identification of required internal change initiatives. * Active leadership of multiple Business Process Re-engineering projects to support growth strategy.* Review of existing third party contracts and cost base yielding 15% savings* Creation of Polish subsidiary and Greek office to support strategic expansion strategy. * Acquisition of first subsidiary: Catapult Technologies to provide a treasury capability to existing products. * Led acquisition, fitting out and relocation to new offices in Poland, Greece and London

Middlesex, Gb

Reporting to Director Investments & Joint Ventures, my role was to lead the corporate finance aspects of strategic projects, normally involving acquisition or disposal of equity investment by BA. Achievements* Financial lead for complex transaction combining the outsourcing of BA’s reservations and departure control systems (contract £300m), the sale of one legal entity and a part business, agreement of royalty payments, and the acquisition of an equity stake in the chosen supplier.

Middlesex, Gb

Reporting to Director Information Management (Im).Annual IT budget £350m, 3000 staff/contractors. Direct responsibility for £6m pa and 80 staff/contractorsAchievements* Creation of strategic plan, and IT business plans. Member of BA strategic planning steering group. * Regular performance reporting and benchmarking of Im’s activities to target actions for improvement,* Driving forward change initiatives to improve service and value for money* Commercial support to proposals to sell systems to oneworld partners * Evaluation of new technology options for BA recommending whether to invest, hold or divest particular technologies

Middlesex, Gb

Provision of financial support to “head office” Executive Team members. (Finance, HR, IT, Purchasing, Government Affairs, Safety, Security, Environment, Public Relations, Health Services, Strategy, M&A, Chairman, CEO and Company Secretary). Annual Budget £750m pa covering circa 5000 staff Direct responsibility for 22 staffBoard member of various BA subsidiariesAchievements* Improved stakeholder reporting and active in the identification of potential profit improvements * BA member on Finance Board of SITA, a global telecommunications co-operative owned by the airlines, reviewing and approving operations and spin off and flotation of Equant (worth £10 billion before sale to France Telecom).* Introduction of a more commercial focus into Im (the IT organisation). Member of BA’s Supply Board commissioning benchmarking and reviews of IT sourcing strategies. * Active steering group member of various change initiatives which resulted from benchmarking. Activities included the evaluation of large outsourcing contracts and equipment leasing options. £100m pa of productivity improvements delivered by end of 3 years.* Introduction of an activity based management systems. These provided an objective evaluation of IT unit costs in BA and a base for benchmarking against external bodies. It also provided project accounting, and recharging information.* Initial sponsor of BA Business Systems Plan reviewing the need for new business control systems* Re-engineering of financial support processes, and recruitment/development of an appropriate Finance Support Team

New York, Ny, Us

Reporting to Managing Directors- Products & Services, and Development. Providing financial/commercial support to each division and providing management information and advice to IT users. Annual Budget £140m pa and circa 800 staff. Direct responsibility for £5m pa and 22 staffAchievements* European Financial Lead for £1,000m strategic outsourcing project acting as a centre of excellence on all financial/commercial matters concerning outsourcing. Contributed to RFP, member of global evaluation team and leader of the European financial team responding to due diligence. Member of the New York based negotiation team working on contract issues and planning of transition.* Controlled use of resources through consolidation of bids, allocation to prioritised objectives and monitoring of actual/forecast unit cost and usage. * Operation of a costing/internal charging system designed to provide full visibility of the true cost of systems.* Provision of systems supporting asset/inventory management.* Introduction of policies/control systems, and development of staff to support the above.

London, Gb

Reporting to Director ITO, the IT Division of the Inland Revenue, this role was created to introduce a more commercial approach to IT management for one of the UK’s largest IT users. Annual Budget £280m pa and circa 3000 staff/contractors Direct responsibility for £5m pa and 250 staff. My prime responsibilities were * Production of long term business plans and framework documents setting out long term vision, objectives and targets supplemented by short term budgets, production plans and forecasts.* Creation of performance improvement plans supporting the Inland Revenue Change Programme.* Acting as a centre of excellence on all financial/commercial matters especially in the area of market testing, a government initiative to improve value for money by competing work with the private sector* Production of policies/ control systems, and development of staff to support the above. Achievements* The market testing solution involved the transfer of all operations and development staff, assets and work to EDS. The contract was one of the largest outsourcing contracts in the world (circa £1.5 billion). My role was at the centre of it’s design and implementation,• Managing agreement of policies, project structure and evaluation models used • Consultation with interested parties, professional advisors, HM Treasury and Ministers. • Detailed analysis on commercial stability of potential suppliers and status of existing contracts• Leading financial evaluation and ITO response to EDS Due Diligence work• Agreeing transitional working arrangements and contract management processes* The introduction of accruals based management systems to a cash focused organisation.

Reporting to Group IT Director, the role was to give professional advice on the commercial viability of systems and contractual agreements, and to provide effective group wide financial management information. World-wide IT spend £50m pa and circa 500 staffDirect responsibility for £2m pa spend and 10 staff* Guided commercial negotiations, resulting in significant savings.* Led the Group’s first 3 year planning review that successfully identified areas of synergy and co-operation. * Co–produced Group IT Policy Manual to improve synergies and standardisation, and reduce risk * Improved reporting of global IT spend to local Guinness IT and Finance Directors, * Formalised project appraisal processes, and trained staff in evaluation of computer systems. Also managed the Head Office IT Group providing management reporting systems and end user support to Guinness HQ. Directed a major systems project - hardware, platform and supplier, and managed a major LAN installation project

Reporting to the IT Director, responsible for finance and administration of ISD (budget £15m pa, and 200 staff.)* Introduced objective measures and improved reporting and control. Devolved financial management responsibility to line managers, and reduced costs by 10%.* Evaluated/procured replacement equipment for a datacentre refreshment, negotiating operating leases to provide finance.* Pursued opportunities to provide operational services or disaster recovery facilities to third parties.* Successfully terminated the leases at another datacentre, planned it's closure, and negotiated the use of third party disaster recovery facilities.

* Headed audit teams on operational and financial reviews of Wellcome activities world-wide * Seconded for 5 months to flotation team working on UK/SEC documents, playing a major role in moving Wellcome from charitable status to a plc.* Seconded to Group Finance for 5 months preparing first set of published plc accounts and press releases.

London, Gb

External Auditor

Mba

Ba Hons, Economics

Diploma, Accounting