A £250m turnover fully listed global aviation services group focused primarily on the provision of charter aircraft, but also supplying consulting expertise for aviation safety and security.Recruited for an interim period, following the announcement of significant and protracted accounting irregularities, to confirm root causes, effect essential improvements, present accurate results and communications to the City, and to recover external long term confidence:• Quickly identified weaknesses across Finance for a prioritised plan of action • Controlled completion of the plc Annual Report and Accounts, including the disclosure of prior years corrections to provide absolute clarity to investors and optimise tax recovery • Managed a challenging external audit process and conclusion of the audit opinion• Prepared and delivered results presentations and related communications to shareholders and other external parties; encouraged confidence with transparency and process improvement plans• Presented a comprehensive Finance strategy addressing a fundamental upgrading of controls, and improvements in team structures and working practices• Introduced simple, effective risk management processes to generate a value-adding work plan• Developed a best practice audit tender process to support replacement of the incumbent firm

KONE is one of the global leaders in the provision of lifts, escalators and industrial and automatic building doors, as well as innovative solutions for modernisation and maintenance. UK turnover of £250m.A UK Main Board role responsible for the the leadership of 45 staff across the Finance, Sourcing and Quality functions of the group. Delivered change to maximise value creation opportunities at optimal cost through the establishment of clear strategic direction, target setting and by driving continual improvement: • essential, predominant focus on business planning supported by the development of reported performance analysis to promote management engagement and accurate decision making• developed a universally understood risk management framework, identifying all major risks and opportunities, and confirming a new programme of governance to protect value across the business• consistent, close control of costs (including the realisation of outsourcing benefits) and the management of debt, addressing root cause issues to optimise cash realisation• directed evolution of the Finance team, increasing team efficiency and the progression of talent, evidenced by greater business impact and influence at a reduced cost• defined a wide-ranging repositioning of the Sourcing function to maximise value creation through effective business partnering, identifying new goals and success factors

A diverse and ambitious business undergoing significant evolution following private equity acquisition. Turnover of £600m and an asset base of £2bn. Introduced and led the strategic planning process, optimising growth and value generation activity across the entire airport; delivered transformational change throughout Finance to meet the aspirations of new investors:• designed and embedded a strategic planning process to maximise value creation opportunities across the entire airport, aligning all activities to the corporate ambition• led business performance reviews, providing insight to inform and educate key decision makers• defined a new strategy for Finance, broadcasting clear intent, resulting in a sharper focus with increased productivity and impact• delivered considerable improvements in planning, reporting, risk awareness and control• managed a strong culture of working capital optimisation and cost control• developed continuous improvement throughout the annual £250m construction expenditure programmes• member of the Project Board controlling a successful SAP implementation. • worked with external benchmarking consultants to evaluate all aspects of operational performance and identified opportunities to add value

A £400m turnover company building and maintaining the emergency services mobile networks. Developed Finance as a strong business partner and enhanced the performance culture: • delivered sharper insight into operational performance and embedded best practice in financial processes• built a programme of systems developments to leverage power, optimise efficiency and reduce cycle times• implemented effective risk management and increased rigour in the policies framework

A leading health and social care services provider with robust growth and turnover of £400m.Responsible for all group internal and external reporting, managing 25 staff across finance, payroll, accounts payable and finance systems functions:• produced a three year strategy to develop a cost efficient and effective Finance function• strengthened business partnering through process improvement, and reduced cycle times• built a clear roadmap of finance systems enhancements to leverage full capability and realise efficiencies• formulated an upgrade in operational strategic planning to deepen understanding of commercial opportunities, identify performance targets and drive accountability • responsible for finance elements of two value-adding acquisitions of £80m and £20m, establishing Care UK as a key player in the healthcare sector• led identification of high impact business risks; formulated a new strategy and tools for risk management

A major, integrated business in the UK's electricity and gas markets focused on generation, distribution, trading and retail. Domestic turnover of £8.0bn.Led a team establishing the foundations for fundamental improvement in the quality of the entire service delivered by Finance to business partners and stakeholders.

A diverse FTSE30 group which owned the British Gas, Direct Energy, The AA, One-Tel and Goldfish brands and evolved rapidly, increasing turnover to £18bn2003 – 2004 GROUP-WIDE TRANSFORMATION OF FINANCE, CENTRICA PLCManaged a tactical progression towards World Class practices to maximise efficiency and drive competitive advantage. Worked with Hackett Consulting to complete insightful, benchmarked assessments; formulated high level plans for transformation and directed teams in progressing autonomous change2002 – 2003 GROUP HEAD OF BUSINESS ASSURANCE, CENTRICA PLCLed a team of 30 staff across Centrica. Effected a radical upgrade to departmental practices and, consequently, enhanced operational processes throughout all divisions. Redirected effort to areas of greatest opportunity, establishing fundamental confidence at Board level2001 – 2001 BUSINESS DEVELOPMENT MANAGER, CENTRICA HOME & ROAD SERVICESAdvised on, and provided strategic analysis for, potential acquisitions, mergers and joint venture operations. Engaged target company management and led finance due diligence1999 – 2001 FINANCIAL CONTROLLER, BRITISH GAS SERVICES/CENTRICA HOME & ROAD SERVICESRecruited to the £600m British Gas Services division; the subsequent merger with the AA Road Services division formed Centrica Home & Road Services, doubling turnover to £1.2bn. Managed 20 staff and led improvements in reporting, controls and risk management

The £400m turnover UK operations of Europe’s largest construction group. Reported to the Group Finance Director. Delivered marked improvements to processes and systems, reduced reporting cycles and realised significant cash benefits for the group with a complex capital loss tax recovery scheme