Private Equity pub co, 350 sites, 150 employees, £50m turnover. A completely new business start-up, which formed from 3 asset portfolio acquisitions in 2014. It is an incredibly fast paced entrepreneurial environment, with a primary aim to maximise asset value through operating different business models (tenanted, managed & franchise) and asset disposals / acquisitions.> Board member (incl investors), with responsibilities for all back office services : Finance, IT, Admin and HR / Payroll> At the outset all back-office services were outsourced to multiple parties. In addition to normal FD duties, my brief was to manage such services, review for appropriateness and drive any changes required i.e. insourcing the finance team. Achievements> I found and established a head office in Birmingham, set-up the IT infrastructure, and insourced Finance / Admin activities from three locations, saving £150k in annual costs, whilst providing an improved flexible service to the business. > Built and led a high calibre team of 16, created all business processes from scratch, implemented new systems in the pub and central offices, and developed a suite of KPI’s / reports for numerous stakeholders at differing levels.> Created, negotiated and implemented transitional service agreements / plans from three outsourced providers. > Led the implementation of a new transactional accounting system and a cube based reporting / budgeting system.> Drove a change in wholesale pricing strategy to improve cash margin by £150k p.a. > In collaboration with Investors and Exec colleagues, developed a project management framework, business case template and decision making excel models for operational, commercial and investment decisions. > Led the three year group financial planning exercise, including engaging with Investors for their buy-in and approval.> Completed the first year statutory audit / taxation requirements for five entities, under IFRS (incl acquisition accounting).

UK’s leading Veterinary charity, 250 sites, 2,000 employees, £100m turnover. PDSA operates 50 hospitals and sub-contracts to 350 private practices offering veterinary services. It is a complex and diverse organisation with 180 Retail shops and many other channels to market, with products ranging from charitable giving to commercial trading.> Following a restructure of the finance team, a new “forward-thinking” FP&A team was created. My brief was to lead this change.> Leading a team of ten who are responsible for FP&A activities, and playing a key role within PDSA’s leadership teamAchievements> I successfully flexed my style to meet PDSAs cultural needs, and established a high performing team> Led a data-warehousing project (SAP BPC / MS SS), to have one FP&A approach costing £250k, with an ROI of 50% pa.> Transformed quarterly Exec meetings from a looking-back detailed trawl, to a forward-thinking strategic review > I chaired the strategic leadership team, where we developed a new strategic framework for the Group > Rewarded for my contribution to a multi-million investment in a new revolutionary multi-channel marketing and brand strategy> Established a new reserves strategy to better manage £75m of liquid funds, which needed non-exec approval> Proactively led an cross-functional team to grow gift aid income by £0.5m pa, to £3.0m each year

UKs leading pub co. 7,600 leased & 900 managed pubs, 21,000 employees, £1.6bn turnover. Throughout a very challenging period for this sector, Punch restructured its teams on a number of occasions where my career blossomed with increased responsibility and promotion. I also played a key role in various acquisitions, disposals and lease conversions. The most significant being the takeover of Spirit Group Ltd by Punch Taverns Plc in January 2006 for £2.7b.> Leading a team of eight who provide FP&A support to the Exec, Board, and Investors > In addition to investment / marketing steering groups, I also attended Operational Exec meetings.Achievements> Working closely with directors to develop a five year strategic plan for the division, including attendance at strategy away days> Introduced a strategic model (BCG matrix) to steer a new five year planning approach to managing the property estate> Rewarded for the part my team and I played in a number of new business start-ups i.e. Flaming Grill / Fayre & Square concepts> Streamlined period-end close to day four, with reporting issued the following day, an improvement of three working days

> A commercial role, leading a small team who provide decision-making support to Marketing (concepts, product range and pricing) and Investment (M&A, and pub refurbs) teams in maximising profitability and investment returns.> Renowned for my ability to quickly grasp the commercials of different business models and regarded as the businesses conscience for investment and marketing decisions, aiding capex plans of £80m pa.> A highly valued member of strategic decision making forums, including being a signing authority for up to £500k Achievements> Rewarded for the part I played in the integration of a £164m acquisition, consisting of 82 Mill House pubs in Sep 2006. I also produced a five year strategic plan for this entity, including the transformation of 35 pubs, costing £13m with an ROI of 35% pa.> Integral to new concept development e.g. coffee shops in 80 Wacky Warehouses, costing £8m with an ROI of 40% pa> My unprompted review of a pub refurbishment sparkle programme resulted in a new approach, freeing up £5m capex pa

Private Equity managed pub co. 1,800 pubs & 50 hotels, 20,000 employees, £600m turnover. A fast paced entrepreneurial environment, driven by profit growth and disposal values, and led by a high profile CEO and CFO> Managed a small central team to close period-end and facilitate group budgets / forecasts, and reporting> Both providing a service to the wider business, as well as consolidated information for the Group Exec team and investors Achievements > Managed the transitional system / reporting requirements of several large business acquisitions and disposals> Implemented new reporting technologies and rationalised many FP&R processes, e.g. created a business balanced scorecard

UKs 2nd largest regional newspaper Co. 50 sites, 3,000 employees, £500m turnover> Managing a small team who provide financial governance and decision making expertise / support> Implemented a new financial planning / reporting cube-system (Infor PM10), which was later rolled-out across the group

UKs 2nd largest Building Society, 250 branches, 3,000 employees, £35b total assets> Started business partnering/analysis type activities > Partnering with the change management team to help them understand and improve project financials

The UKs 2nd largest Building Society, 250 branches, 3,000 employees, £35b total assets > Learned about large organisation accounting/reporting> Prepared the group financial statements, including management accounts packs, P&Ls, cash flow and balance sheet reports> Led a project to transfer the employee expenses reimbursement process from payroll to accounts payable

Local Accounting Practice, 150 employeesProvided a solid foundation of technical accounting, and audit skills to build my career on

Local Accounting Practice, 150 employeesProvided a solid foundation of book-keeping, technical accounting, and taxation skills to build my career on