Orchestrated the end-to-end process as Project Director, meticulously contributing to the design, development, and seamless implementation of the Human Capital Management (HCM) Workday solution for Circle Health Group. Oversaw project milestones, ensuring alignment with organisational goals.Collaborated closely with key stakeholders, both internal and external, to drive the development of innovative integrations. Applied a strategic lens to enhance operational effectiveness and streamline processes, reflecting a commitment to continuous improvement.Partnered with PWC to implement the Workday system at pace, on time and on budget with relevant benefit stack forecasting and projections. Applied change management tools to meticulously analyze, design, and recommend process enhancements within Circle Health Group. Specifically, focused on refining Overtime and Time Off in Lieu (TOIL) calculations, optimizing resource allocation and bolstering overall operational efficiency.Chaired fortnightly project board meetings, providing insightful leadership and fostering effective communication among team members. Maintained a keen eye on project timelines and milestones, ensuring a cohesive and collaborative approach to project management.Demonstrated unwavering commitment to project success by vigilantly monitoring and steering initiatives to meet go-live targets. Kept a finger on the pulse of project intricacies, proactively addressing challenges to ensure a smooth and timely implementation process.

Executed a spectrum of Labor Management and Key Performance Indicator (KPI) projects utilizing Power BI, demonstrating proficiency in data-driven insights and analytics.Reviewed and assessed e-rostering solutions for Circle Health Group (CHG), showcasing meticulous project management skills and a focus on optimizing workforce scheduling.Led request for proposal (RFP) from inception to business case and submission of recommendations and implementation of the chosen ERP solution for CHG.Operated as project lead for CHG’s Enterprise Resource Planning (ERP) solution, seamlessly integrating with System C, Power BI, and various other solutions such as Workforce Management and Maintenance solutions. Ensured a cohesive and synergistic approach across multiple platforms.Provided invaluable support to the Chief People Officer (CPO) by actively participating in various HR projects. This involvement encompassed diverse areas, including salary forecasting, the development of KPI reporting packs, international recruitment reporting, proposal creation for Occupational Health initiatives, and handling various ad-hoc reporting requirements. Demonstrated a keen understanding of the intricacies of HR functions and a commitment to delivering comprehensive solutions.

Management of day-to-day support for the London & Southeast region. Supporting 20+ Hospital Executive Directors / Registered Managers with business continuity through, consultant engagement, labour management, capital / expense management and overall operational management of the 20+ hospitals within the region. • Deliver month end consolidated reports for region through to senior leadership team• Work with regional finance managers and hospital leadership teams to deliver updates to management population• Capital submission review• Managing sale of BMI Fertility business• Regional Management: During interim 6-week period, provided both Regional Director and Regional Finance Director support for the London & South East region

Comprising of 16 hospitals and 25 direct reports, delivering healthcare services, Lead the preparation and delivery of the 5-year strategic business plan for region to BOD, capital programs, performance management, growth and quality assurance, ensuring improved CQC ratings (delivered 5 CQC ratings of ‘GOOD’)

Labour Management: Development & implementation of Clinical & Non-Clinical labour tools incorporating detailed regional training workshops incorporating the 59 hospitals.Capital Investment: Perform post capital investment implementation review, provide guidance on business case development for approval, prepare due diligence on initial large investment opportunities (>£500k) with full business case preparation if required.

Reviewed and restructured the finance & administration team to better align with business goals. Identified improved theatre utilization allowing increased capacity for additional surgical listsDeveloped & presented Specialty / Consultant specific reporting pack identifying theatre utilization, returns to theatre, AVLOS analysis, patient readmissions, gross margin analysis.Managed a team of 10 direct reports and over 500 indirect, covering Finance, Supply, Patient Administration, Property Services, Revenue Management (including clinical coding), Catering, Housekeeping, Contract Management and Childcare.Implemented various projects for process improvements, incorporating 3rd party contract management, identifying & recouping over $1m in back charges.Project team sponsor & lead implementing upgraded staff rostering package (Allocate), patient food ordering system (Chefmax), Facilities Management systems.Negotiated & divested, non-core, Childcare Centre, returning 4 X 12-month EBIT sale price.Continued working relationships with Government bodies (Department of Health & Aging) & University of QLD clinical SchoolBusiness case development for hospital site ‘masterplan’ highlighting market opportunities and growth strategies for the hospital.Worked with Consultants and consulting suites in progressing on-line admission process.Developed comprehensive month end management reporting pack culminating in executive summary for senior leadership team. Develop, prepared and presented annual budget process.Maintained and control all capital requests.Lead the RFI & RFP process for the $1.3m Cardiac Cath Lab upgradeReason for Leaving: Relocating back to the UK

Responsible for the coordination of the financial reporting process for 4 sites.Project Managing Standard Cost based ERP implementation within division, utilizing Dynamics AX (Microsoft)Provide guidance & financial overview within RFI & RFP tendering process with the NHS and Private Hospital groups.Key stakeholder in consolidating business streams and re-branding as one entityWorked with MD in developing strategy for business growth and highlighting potential risk and opportunities.Developed Business Intelligence & CRM tools to assist management in targeting opportunities.Developed profitability model (by product and by customer)Strengthened financial governance of division, deliver a ‘nil point’ audit reportsControl capital expenditure through efficiency and optimization projects and analysis, supporting BU’s in the capital approvals and purchasesReason for leaving: Relocating to Australia

Responsible for the coordination of the month end, quarter end and year end closing process with the US parent company. Successfully directed and controlled the monthly, quarterly and yearly financial and non-financial reporting.Efficiently controlled the entire financial team for Australasia ensuring compliance with US GAAP and Australian IFRS for statutory reporting.Liaised with internal and external auditors and ensured all requirements are met for annual audits.Ensured local and regional tax requirements were met.Supported and monitored group compliance with Sarbanes-Oxley.Responsible for the direction and control of the annual budgeting process.Managed and controlled regional IT and facilities for the company.Recruited, trained and managed a team of over 30 staff.Reason for leaving: Relocating to UK

Responsible for budget and company forecast preparation.Identified financial and non-financial processes and simplified systems.Introduced weekly 4-up reporting charts, highlighted major KPI’s for the Finance and Administration team.Initiated system for daily reporting on cash collection, which improved collection to targets from 79% to 98% in three months.Reorganised the billings and collection team to better utilise existing skills and staffing levels and successfully reduced unbilled revenue by approximately 25%.Reviewed current stores set up, and identified a reduction of imprest stock by approx. 25% ($200k).Worked with Theatre NUM, Stryker and Device Technologies to transfer from stock holding to consignment, approximately $35k of slow-moving stock.Responsible for project reviews for weekly profit and loss and labour rate analysis. Managed the accounts payable and receivable, and billing department.Reason for leaving: Temporary contract ended

Managed TSP financial process and worked as a business partner for the following companies: Life Safety Products: Tyco Traffic and Transport: The Distribution business (incorporating 6 SBU’s in Australia and 7 SBU’s in New Zealand).Incorporated full controllership duties, month end activities, budget preparations and liaised with external and internal auditors.Identified the need for improved financial processes and incorporated; online account reconciliation, reduction of month end reporting, weekly reporting and improved reporting controls.Reviewed the opportunity for shared service consolidation with TFS and ultimately with Tyco International.Completed review of consolidation for tax, payroll, fleet and quality compliance.Successfully introduced accounts payable consolidation by end of Feb 2010 which generated approx. USD $ 240k annual savings and staff reduction.Achieved a potential overall saving per annum for SSC consolidation USD $615k and a reduction of 8 staff.Reason for leaving: Redundancy

Responsible for management of the international portfolio, covering 638 locations.Managed RFP process for new Real Estate Brokerage services for Tyco EMEA.Conducted interviews, managed presentations and managed short list of potential suppliers.Successfully conducted negotiations achieving a USD $500k annual savings. Consolidated Tyco International operations from 5 sites to 1 site in Dubai, UAE, with an expected savings of approximately $6M over 15 years.Worked with Senior Leaders on opportunities for consolidations where possible, with a goal of providing the correct portfolio for their business.Streamlined REBC (Real Estate Business Case) process using Six Sigma methods. Reduced the REBC completion and approval process from 3 months to a maximum of 2 months. Developed new Tyco Corporate locations in Schaffhausen, Switzerland, providing more open plan working environment with better communication options.Lead the disposition of the lease in Bedford, UK and negotiated a 50% reduction resulting in a $1.5M savings in rent and penalties.Delivered over $30M in Gross proceeds, $6M in yearly savings and 1.2M sq. ft. net reduction.

Reviewed all projects for both DMAIC (manufacturing and non-manufacturing cost reduction and cash flow) and DFSS (new product introduction).Ensure goals for Six Sigma had been met, projects were financially viable, and met strict guidelines for project audits, and all savings have been identified.Designed, built, tested, trained and implemented financial modeling for all DFSS type projects.Provided monthly, quarterly and yearly financial updates on actual recorded savings as well as forecasted savings.Conducted training on Power Steering as well as the Finance module for Six Sigma.Project managed Tyco International’s appointed Real Estate Brokers, Solicitors and Tyco Management in all facets of Real Estate.Participated in the Tyco International CAPEX Strategic Sourcing team.

Coordinated and consolidated budgets and forecasts for all divisions. Reviewed and analysed the budgets and forecasts.Designed and develop month end financial reporting pack outlining detailed P&L, monthly operating reports, inventory and detailed headcount analysis.Comparisons of monthly and YTD actual to forecast, operating cash flow summaries as well as various other KPI’s both in tabular and graphical format.Managed the implementation of Hyperion throughout the entire TSP group which includes over 200 reporting entities throughout the U.S.A., Asia Pacific and Europe, using Citrix as the reporting base.Lead the Portable Fire Extinguisher, Inert gas systems and Foam based extinguisher financial initiative.