A $300m income 'Modern' (Post 92) university looking to consolidate following a rapid period of expansion.Development of a strategic financial profile including identification of financing requirements. Complete restructure of finance team.

A $200m historic university working to establish itself in the rapidly changing HE market in the UK.Developing strategic financial plans and financial reporting for the university to better understand its choices and decision making options. re-engineering the finance function and leading their transformation to value add functions.Establishing Marketing Positioning with the help of US consultants; Dartlet in order for the university to anchor its messaging platform,

US$183 m income, rapidly growing, commercially focused, global (140 countries) and independent NFP leader in K-12 education.Jul 2006–PresentReporting to the Director General, and member of the executive team with direct accountabilities to the committees and board. A member of the executive team and a leader in the organization’s strategic development, threefold organic growth and financial health restoration. A key architect of the transformation program and leader of its delivery, including the establishment of modern Finance, IT and PMO divisions, leveraging outsourcing. Profit margins have been improved to 8%, previously break-even, and support functions cost per school have reduced by 25%. CFO (managing Finance, IT, PMO & office services) & global centre managerOct 2011–Present SingaporeRe-engineering support functions with establishment of outsourced services on a global basis in transaction processing, travel, IT desktop support, applications development and global data centre. Delivering transformational projects including electronic marking, Oracle R12, event management system, electronic expenses. Oversight of staff wellbeing and office environment in Singapore.CFO (managing Finance, IT, PMO & transformation office)Jun 2008–Sep 2011 Geneva, SwitzerlandEstablishing new offices in USA, Netherlands, Singapore and UK. Building new IT leadership team, establishing a PMO and introducing KPI roadmaps for support functions. Introducing new tax structures in major office locations (USA and Netherlands) and implementing IFRS standards.CFO (Finance)Jun 2006–May 2008 Geneva, SwitzerlandKey player in the executive sub-team tasked to agree the strategic transformation proposition with the board. Overhauling the financial function, establishing a planning cycle and a tailored reserve policy. Streamlining the statutory/tax structures and enabling the merger of IB Swiss and IB North America boards to achieve a unified governance structure.

HM Civil ServiceDepartment for Education & Skills - £ 60bn expenditure

Schick Wilkinson Sword (Pfizer, Warner Lambert and Energizer)Global Consumer Packaged Goods - $ US 1bn salesProgressive development from partnering UK and Scandinavian business managers; a European remit designing best in class infrastructure to directly supporting the global leadership team in the USA. In the USA, his focus was on partnering the global marketing VP, including strategic planning, budgeting cycles and new product business development.Global Finance Director (global development) - reporting to VP Finance and VP MarketingNov 2001 – Oct 2003 Schick Wilkinson Sword – Global ($US 1bn sales) USA – Milford, CT(Integrated division of Pfizer USA)European Finance Project Director - reporting to European business director and European controllerNov 2000 – Oct 2001Wilkinson Sword - Europe ($US 200m sales) UK (European remit)(Integrated division of Pfizer UK)Finance Director – reporting to UK business director and European controllerDec 1997 – Oct 2000Wilkinson Sword - UK & Scandinavia (£ 55m sales) UK – High Wycombe(Stand alone to integrated division of Warner Lambert UK – includes IT management)

Oral B (Gillette)Global Consumer Packaged Goods - £ 1.1bn salesHis first post qualification position followed by progressive development leading to the lead finance position in the UK & Scandinavia Oral-B business unit. Roles focused on business partnering and included a leadership role restructuring the stand-alone operations and its move into the Gillette UK shared service environment.Financial Controller – reporting to UK business manager and European finance controllerMay 1996 – Nov 1997Oral B UK (£ 35m sales) UK - London(Integrated division of Gillette UK Ltd – includes logistics and IT management)Finance Manager – reporting to UK finance controllerApr 1993 - Apr 1996Oral B UK Ltd (£ 30m sales) UK - Aylesbury(Stand alone affiliate of Gillette)Scandinavian Controller / UK Financial Accountant – reporting to UK finance controllerMar 1992 - Mar 1993Oral B UK Ltd (£ 30m sales) UK - Aylesbury(Stand alone affiliate of Gillette)UK Financial Accountant – reporting to UK finance controllerJan 1991 - Feb 1992Oral B UK Ltd (£ 25 million sales) UK - Aylesbury(Stand alone affiliate of Gillette)

Grant Thornton Chartered Accountants Aug 1987 – Dec 1990 Chartered accountancy firm – ACA Senior - 1st time passes

Cranbrook School (13-18 age range) Private School – School teacher