ATLANT 3D is a very exciting early-stage tech company building the world’s most innovative advanced atomic-scale deposition platform. It is designed to accelerate innovation of advanced electronics and emerging technologies and drive the age of atomic-scale manufacturing.Atlant 3D's mission is to drastically reduce the cost and time of innovation cycles for industries such as microelectronics, optics, photonics and novel displays, MEMS and sensors, advanced materials R&D, aerospace as well as emerging technologies.

Operationally engaged executive Director and CFO in a £270m full fibre (FTTP) broadband operator. Key responsibilities included a large 'C' funding round, tight cash management and forecasting, scaling the business in a sustainable way, developing and mentoring eight operational departments and managing the sale of the company to a large PE investor.I also had a clear focus on developing the business strategy, pricing models, improved Board reporting and development of appropriate KPIs.

A wide-ranging CFO role in this pre-revenue university spin-out which is developing technology poised to revolutionise the solar energy market. My key responsibilities were focused fund raising, developing the strategic direction and commercial models, building highly effective teams and cash management. My achievements secured the long-term future and direction of the company, enabling it to accelerate its’ development activities, engage credibly with global manufacturers and move substantially closer to sustainable commercial mode.

Advisory and consultancy, exploring Telecom investment opportunities and providing advice to small businesses on how manage risk, prepare for a market listing and how to maximise value from such a listing.

Neul was an early-stage PE-backed company developing wireless technology, protocols and software for the global IoT market. Beyond wide-ranging, hands-on operational CFO responsibilities, my key focus was again on funding, cash management and commercialisation. Crucially, I drove the change from an academically-driven technology start-up into a commercial business.

Macro 4 was a UK listed International software company. My CFO role was a widely defined Board position, responsible for all aspects of Finance, HR, IT, Investor Relations, taxation, M&A, Strategy, Corporate Governance, Company Secretarial and reporting / listing requirements. Under my leadership, key operational activities, including financial reporting cycles, shareholder communications, corporate governance, risk analysis, financial discipline, commercial analysis, internal controls and cash management were all substantially improved and the contribution and visibility of my functions across the Group increased substantially. At a strategic level, I conducted a complete review of the business, leading to the company being sold in January 2009. I negotiated and managed that transaction, resigning from the Board once the transaction was complete.

Between May 2006 and February 2008 I was a non-executive director for Golden Telecom, a high growth NASDAQ listed Telecom company operating throughout Russia. I Chaired the Audit Committee and sat on other Board committees, where I played a proactive and engaged role, shaped the communication of results to the City and helped smooth the integration of the largest acquisitions into the group. As an Independent Director, I was one of the three-man non-executive committee that negotiated and managed the sale of the company in February 2008 for $4.3bn, a 400% increase during my time on the Board.

CEO of a small, innovative Health Group, focused on integrated, preventative and holistic medicine and offering advanced nutritional, health and diagnostic services to the private and corporate markets. The Group (operating mainly as The Diagnostic Clinic) is owned by the former CEO of Orange, who invited me to run the business when I left Orange.This was a hands-on role, responsible for all non-medical activites.

In eleven years (1992 – 2003) at Orange, I had a substantial and direct impact on the growth, funding, development and value generation of the company.I was employee No. 29, one of the original management team, central to every stage of its growth from scratch into a £25bn international group. I set up and ran Finance, Strategy, Planning, Analysis and Investor Relations departments. I managed two IPOs, a wide range of acquisitions, investments and funding projects, prepared all the business plans upon which the funding strategy was developed and successfully executed, and managed relationships with every type of investor. I had substantial success working with investors and analysts to directly, and materially, influence share price targets and investment demand.

Completed my CIMA training at Nortel (Standard Telephones and Cables as it was before Nortel). Then worked in forecasting and planning roles for new products.