I reviewed the administration and back office processes for the GA business from early July to October 2017. The review explored the impact, within the sales teams, of the time spent on transactional administration. I met face-to-face with all team member across 4 European locations in order to analyse their current activities. The project findings have been used to inform recommendations to achieve service efficiency and therefore help facilitate further business growth.

• Managed a diverse and geographically dispersed team (up to 9 Direct reports / total team 50) through periods of significant organisational and system changes.• Managed all the associated people process resulting from the merging of the Finance, Control and Accounting teams with the Commercial Finance teams. This organisational change resulted in a 20% headcount reduction.• Key member of the Northern Europe business management team.• Led for the UK Air business the transition of 18 Full time Accounting (75%) roles to the in-house service centre in Budapest.• Establish processes to reduce / mitigate balances sheet Foreign exchange exposure• Trusted member of the Global Business Sale and Supply business network. I ensured finance processes could be adapted to support new business initiatives i.e. Fixed priced, Back to Back sales/purchases deals etc. • Business finance lead within a small team that successfully acquired and then fully implemented a competitor business• Business finance representative for BP Group wide people development forum (covering in >450staff• Managed internal interfaces with Business Service Centre , Group Tax, Accounting Policy and Legal.

• Led the Business Unit monthly reporting process (consolidation of 35+ country feed) ensuring all major variances to forecast to plan and forecast were explained to Senior Business / Group Management. • Led the improvement in Business reporting processes both in terms of timeline (moved from work day 8 to work day 6) and in terms of infrastructure moving away from a spreadsheet format to a group reporting system.• Managed a team of up to 9 Direct reports (total team up to 30). This included all people processes (mid / annual year performance reviews, personal development plans etc etc.).• Established, maintained and monitored effective and efficient financial controls and processes throughout Northern Europe region.

• Managed 7 direct reports covering 25 FC&A staff across 6 offices in Northern Europe• Led the Balance Sheet integrity project for Northern Europe Marine business providing assurance that all balances were reconciled, verified and validated (Gross Balances >$250bn)• Prepared and submitted the Business Unit monthly reporting process (25+ country feeds covering both Fuels and Lubricants ensuring all variances to plan and forecast >$0/5m were explained to Senior Business / Group Management.• Managed the production of the Northern Europe Performance Units monthly financial reporting process highlighting and explaining variances with customer Management information• Ensured a robust system of Internal control was operating effectively throughout the Northern Europe region

Completed a variety of roles commencing with BP Retail (Company owned sites) progressing to UK Manufacturing and Supply/Trading through to BP Marine. The positions included transaction recording (AP/AR/GL), payroll (500 plus weekly and monthly staff); Performance Analysis (Retail Company owned sites), Group Accountant, System Accountant (designed and tested stock accounting module for European system) Invoicing and Accounting Manager for Global business (3K invoices per month - Lubricants and fuels)