Colin Meads Email and Phone Number

As an independent consultant I provide interim management and consultancy services to businesses with problems. My main specialism is finance business processes and I offer pragmatic solutions that drive efficiency and reduce costs. As an experienced (group) financial controller in blue chip businesses I have extensive experience across P2P, R2R, O2C etc.I have an interest in shared service centre operating models having run such operations over the last 14 years. Treasury is another business area that I can provide solutions for especially relating to foreign exchange management. I have led a number of projects implementing new or upgraded systems (SAP, Alliant author royalties, commissions, reporting and consolidation tools, PCI compliance and bespoke software solutions).

SAP implementation and finance transformation project focused on P2P processes.

During this assignment I worked with the Process Governance Team PGT) with responsibility for maintaining and validating the Core Business Model (CBM) which was documented using Aris (Software AG). The initial brief was to backfill activities and to pick up the PGT responsibilities within a project for the standardisation of Dealer/Channel Commissions. I completed the initial requirements gathering and created the Core Business Model process design for the deployment of the Callidus application for Channel Commissions across the key European markets. In addition I documented and validated the integration of fixed line P2P business processes with the core Vodafone processes in the CBM. This was being done at the completion of the project and just prior to "go live" so the original design and subsequent build was in the testing phase. It was a case of achieving a practical solution rather than the optimal one.The backfill activities involved evaluating, analysing and updating the existing process documentation within the Core Business Model for software updates and in preparation for the upgrade of Aris (Software AG). Also simply providing general support to the team on a wide range of activities.

I was asked to join Cambridge University Press on a permanent basis following an interim assignment during which I uncovered significant currency losses. My initial role was as Global Treasurer. However due to my reputation for process improvement and improving systems I was asked to cover this also. A year later I was also asked to manage the royalty team which consolidated all the global functions (SSC) under my stewardship.I led the implementation of the new Alliant royalty system through full project lifecycle (Prince 2 methodology). Key stages: project brief, requirements gathering, vendor selection, blueprint design, build and test, integration with SAP (P2P, O2C, R2R, FICO, COPA) and legacy systems, UAT, data migration, training and deployment. Implemented future proofed system handling disbursements of over £20m to 30,000 authors.I achieved PCI DSS compliance implementing bespoke middleware solution between PSP and multiple legacy systems handling payment card data. Complex technical roll out to minimise non compliance risk.I contributed to a bespoke integrated solution (O2C) for digital sales, the hosting platform and legacy accounting systems. Generated over £2M additional revenue in first year.I introduced new global Treasury policies and processes required to protect the Press with many overseas branches and significant volumes of transactions in a variety of currencies from critical exchange rate volatility. Protected business from currency losses previously suffered which had been over £1m in previous years.I led the rationalisation of journals publishing into a single global branch implementing SAP, simplifying activities and reducing costs.I transformed the global cash pooling and forecast process. Created KPIs and optimised invested surplus cash generating improved returns and ensuring minimal impact from 2008 financial crisis.I supported the annual Statutory Accounts and improvements to management reporting using Cognos Controller.

Cambridge University Press (2006-2007)I stepped in to pick up a failing group consolidation process, redesigned the excel models and streamlined the reporting by branches so that the annual audited accounts were completed in an accelerated time scale compared to prior years. Subsequently provided support to the University consolidation team receiving recognition and much appreciation from the University.I established an effective tax strategy to ensure the full utilisation of a deferred tax asset following the acquisition of an overseas company.I uncovered a lack of exchange risk management which had caused significant losses to the group and proposed a strategy to eliminate the risk in future. Ingram Micro Asia Region (2005-2006)I contributed to a review of the Balance Sheet and controls of the branch in India. Identified significant issues and worked with management to create a plan to resolve the issues, co-ordinating a team of global subject matter experts to execute the plan. New controls implemented and unreconciled Balance Sheet items cleared. Enabled accurate reporting to Head Office within required time scales.

I was originally recruited as Financial Controller (1994-2000) in order to create improved processes and build a team to manage the fast growing and fast moving business. Often deputised for the CFO whilst he was engaged in new pan European responsibilities. Optimised processes and implemented the Comshare reporting tool. In 2000 I was promoted to Director of the Finance Centre of Excellence (Accounts Payable) (2000-2004) which had severe problems. I stabilised the share service centre, redesigning the processes and establishing controls achieving acceptance of the SSC operating model by the European business units. Ongoing improvements and system upgrades resulted in headcount reductions of 50% whilst handling greater volumes of transactions. In 2002 I was asked to troubleshoot the Danish subsidiary as CFO whilst keeping a strategic oversight of the SSC. The SSC focus was on creating and enhancing KPI reporting and managing pan European vendor relationships with such companies as IBM and HP improving efficiency and solving disputes.I implemented Sarbanes-Oxley ensuring compliance within the deadlines and achieved 6 sigma green belt certification.In Denmark I consolidated the back office functions within the Sweden subsidiary in Stockholm and closed the warehouse leaving only the sales front office in place. The morale of the team was maintained ensuring the successful wind down and transfer of the activities and collection of outstanding receivables without any significant write offs.In 2004 I was promoted to Financial Controller of the Northern Europe region completing the consolidated results, budgets, forecasts, KPIs and reports for the region. Conducted critical reviews of the submissions and worked with the regional VPs and central team to finalise the regions figures. Delivered on time and accurate reporting.I supervised and coached the Stockholm finance team whilst the senior management team was restructured improving processes and controls.

I was responsible for the Finance function reporting to the proprietors/directors. The small manufacturing business was not profitable at first. Following cost reductions; re-negotiating contracts with both customers and suppliers; and refinancing the business the business became profitable

Trained and qualified as a Chartered Accountant (ICAEW)