Les Ambassadeurs Club is the premiere casino andentertainment destination in London.I'm responsible for overseeing all the financial and treasury activities of Les A, in addition to providing advice and guidance on business and financial strategy to the CEO.

A newly created role tasked to develop a finance team, dovetail into a shared service function but most imprtantly to partner with the divisional MD’s and senior management teams to help determine the strategic direction of businesses, formulate and execute business plans to deliver improvements in revenue and profitability. Support three global Discovery (non-TV) divisions; COO Group: DEI (Program Sales, Consumer Products, Licensing) & International Digital Media. Antenna Audio (Audio, Multimedia tours)Instrumental in delivering divisional specific strategic reviews to identify business risks and opportunities to longer term growth. (i) home video & consumer products,(ii) sale of programming content (iii) digital ad sales strategy (iv) download to own & mobile business strategy (v) operational restructure of Uk digital businessImplemented processes to improve the operating efficiencies and financial performance of the divisions(i) identified key business drivers(ii) implemented pricing ratecards(iii) completed market / competitive reviews(iv) implemented revenue forecasting & cost control tools (v) operational restructures.

Managed a team of 14 staffResponsible for the setting, issue & maintenance of all internal prices (supplier and transfer prices) within the corporate policy framework for GSK Trading Partner Operations. To ensure low tax countries recorded highest IP profits. Responsible for the annual transfer pricing review for GSK Trading Partner Operations – £13bn turnover, 129 trading companies, 28,000 individual prices captured.Work with Finance Compliance Officer to ensure compliance with Sarbanes Oxley

Manage the monthly, quarterly, annual financial accounting and reporting for UK business. Ensure integrity and completeness of UK P&Ls and Balance sheet. Along with reporting upwards to a US corporate centre.Supports the Finance Director / Managing Director improve the profitability of the business by provide independent financial analysis, interpretation/guidance of monthly business results, financial forecasting and other ad-hoc request. This involved projects such as (i) designing and implementing a KPI based monthly financial management report(ii) assisting in the re-negotiation of customer contracts(iii) drive a detailed understanding of overheads across divisional businesses(iv) Worked with the management team to identify accurate channel profitability, which resulted in Discovery consolidating it's portfolio(v) Assisted the strategy and planning teams

I played a critical role in helping to drive forward Anglo Industrial Mineral's (AIM) operating efficiencies and return on capital. It was a newly created project role within one of the world's largest mining and natural resource companies.Designed and implemented a new, best practice investment appraisal process throughout AIM's UK and international businesses. Responsible for approving all AIM investments (approx. $100MM pa) prior to submission to AIM board. Worked closely with AIM M&A department to source, review, purchase and integrate a number of external companies across AIM’s European territories.Provided ad-hoc business and operational analysis relating to capex/investment aspects of business change/development, including capital projects, strategic reviews, due diligence, integration of M&A, external audit liaison – impairment reviews.

December 2004 – July 2005 The Economist Brand Businesses Financial AnalystMarch 2004 – November 2004 Acting Enterprises Finance Director: New business (Maternity cover)September 2001 – February 2004 Enterprises Brands Analyst & Business reporting managerSeptember 2000 – August 2001 Enterprises Business reporting supervisorResponsible for the financial modelling, financial performance and launch of two new Economist publication, ‘Intelligent Life’ and ‘The world In Chinese’. Led the financials on all brand businesses strategic, quarterly forecast and budget submissions. This encompassed all aspects from planning, modelling, and reviewing performance & assumptions, ensuring group submissions are accurately submitted and on time to writing commentaries and preparing presentations for the director to present to the board. This maintained the good reputation of both finance and the division within the company.Assisted the managing director with the divestment of a printing business, Redhouse Press to a 3rd party. I supplied sales and profitability forecasts, which were instrumental in negotiating a deal. In addition, I liased with the 3rd party finance team to agree and co-ordinate the handover the business.Improvement of the financial process of Enterprises I designed and implemented a ‘management information system (MIS) at a printing business, Redhouse Press which resulted in this deficit bussiness became profitable in three months.Provided sales and profitability trend analysis, which contributed to the successful negotiation of licensing The Economist Diaries to Charles Letts in 2002

I worked in a group accounting function of the production services division (PSD) of the BBC. The division composed of eleven varied business units and was created to drive efficiencies in the resource area of the BBC. My role was newly created at the birth of the division to identify and help drive such change.January 1999 – August 2000 Finance ManagerMarch 1998 – December 1998 Management AccountantLiaising closely with the eleven businesses finance managers to ensure that the strategic direction of each business was achievable and in line with that of the division. Resulting in increased the profitability of each business whilst maintaining the quality of the service provided to the home services of the BBC.Responsible for co-ordinating the consolidation of the divisional monthly, quarterly and annual financial information. Co-ordinating with the businesses to ensure estimates are well balanced and includes risks and opportunities. Trends analysis was used to highlight business issues prior to reporting the information to corporate centre. This resulted in accurate and well thought out data submitted to the centre so that expectations were managed and targets achieved.

WTN was owned by ABC Corporation and provided daily coverage of breaking news via satellite feed to over 1,000 broadcasters and cable networks throughout the world. WTN operated 50 news bureau and could call on resources in approximately 119 countries.February 1996 - February 1998 Management AccountantFebruary 1995 - Janaury 1996 Assistant Management AccountantApril 1994 - January 1995 Newsroom Cost ControllerPresentation of the company management information to senior business managers and members of the board (Profit& Loss, Balance sheet, KPI’s and other ad hoc accounting data). Planning the company budgeting and 5year plan process, setting timetables and holding review meetings, writing commentaries to explain key issues and movements. Financial Process Improvement: WTN's field accountant during the Iraq crisis in February 1998. Revised the New York based news costing division in February 1997. Conducted a procedures audit on the WTN Israel bureau, in March 1996. Prepared all information required for the statutory financial statements required by the company. Liaise with external auditors, providing quality and timely responses to any issues arising from an audit.