Evaluating Sales Contracts for ASC 606 Revenue recognition outcomes. Providing detailed papers on revenue position, future outlook and contract issues. Give advice on mitigating revenue risk and solution development

Critically evaluate and challenge Huawei Accounting, Business Risk and Control risk in areas of high complexity and or new business models in areas of new or high growth where experience is limited or immature. Critically examine current policy and procedures for Compliance and Financial Risk. Output is delivered in quarterly meetings with CFO and other impacted senior executives.Key Achievements: • Improvement in Enterprise business unit (EBG) end to end Channel Sales cycle from improving KPI linkage to Revenue Recognition and authenticity of the deal. EBG CFO praised suggested solutions that have been put into practice and have already had a positive impact on the business strategy and improved risk mitigation.• Better adoption of the new IFRS15 rules through training and deal consultation on mega deals with Carrier Network Group commercial negotiation team. Focusing on high-risk contracting clauses and the revenue recognition impact these may have. Provided solutions to mitigate or how to re-contract to avoid accounting issues. • Key consultant to Sales financing group as IFRS16 is being introduced. This is a key change for customers who are looking at new business models to be able to maintain key balance sheet ratios.• Expert on Channel Authenticity, Channel go to market strategy and Enterprise Business Revenue Scenarios.

Promoted to Director responsible for a team of 70 senior Finance professionals covering 40 countries and 135 companies for US GAAP, Local Statutory Audit, Financials, Indirect Taxes, Regulatory Filings and Compliance.Key Achievements: • Appointed Board member of Cisco International Limited (UK) to drive and improve UK Corporate compliance. Supervisory Board Member for NL Manufacturing entity advising on Financial Corporate governance. Director for further 40 Cisco legal entities.• Restructured the European and Emerging Finance Team to reduce headcount and creation of Shared Service Centre in Krakow, Poland, delivering a transition arrangement ensuring continuity of business that delivered 40% cost savings, process efficiencies and better career potential for the team.• Creation of Finance systems and processes for new company in Russia with expected turnover of $600M to avoid potential permanent establishment risks. Delivered a dual ERP set-up to meet both stringent local legislation and US company policies.• Built a new operating model with Accenture, EY and PWC to maintain Cisco companies in countries with no physical Finance presence. Reduced cost and compliance risk and improved Statutory and Tax filing delinquencies by 60%.

Responsible for a team of 120 Finance professionals reporting into Global Director of Accounting and covering 220 companies, including acquisitions.Key Achievements:• Responsible for integration of the accounting functions and books and records of a large number of acquired entities within tight deadlines, identifying numerous opportunities for headcount and cost savings and reporting efficiencies.• Creation of centralised auditing function in India to take advantage of cost arbitrage of PWC fees in India compared to rest of world. Delivered significant cost savings, improved team efficiency and eliminated prior over-runs of budgeted hours.• Established new sets of delivery KPI’s and metrics across Latin America to drive consistent performance from Global Vendor (Deloitte) across their local offices to benefit both organisations

Responsible for a team of 14 US Revenue professionals reporting into Global Director of Revenue Accounting. Annual review of all Sales Contracts and 6,000 non-standard deals to assess and account for all risks and exposures in accordance with US GAAP, SOP 97-2 EITF 08-01.Key Achievements:• Revised the engagement model with Legal and Sales from after-the-fact engagement to pre-signature to influence contract structure and deals prior to signature and minimise commercial and revenue risk. Resulted in less revenue deferrals and reduced audit risk.• Introduced closer working relationship with external auditors to analyse potential revenue risks prior to recording results, resulting in smoother and improved audit outcomes.• Developed Cisco’s global policy for revenue determination in response to new guidance, business practices and strategy.

Responsible for Revenue and Opex planning for EMEA SWG and leading a team of 8 Analysts to provide Executive Management and Decision Data.Key Achievements:• Developed enhanced Sales Pipeline analytics that improved forecasting accuracy.• Improved Annual and Quarterly sales target planning to ensure Sales team received targets one quarter earlier.• Implemented annual Opex cuts across the region and successfully ensured adherence to new targets.• Managed the integration of acquisitions into IBM FP&A planning processes.

Responsible for a small team working closely with the Sales organisation to deliver targeted Sales and Marketing Programs.Key Achievements:• Ran Portfolio analyses of sales offerings to establish low margin businesses to exit.• Successfully ran restructuring program with Sales operations to deliver on headcount strategy.• Developed and implement innovative compensation and rebate strategies.

Selected as a Top Talent for International Assignment as Finance and Planning Senior Analyst reporting into SWG Director of Finance and Planning.Key Achievements:• Delivered regular executive presentations to senior executive team.• Led the improvement and consolidation of regional functions in APJC, EMEAR and Americas through the rollout of new planning tools.• Improved metrics and KPI reporting for Sales and Marketing to ensure adherence to OPEX targets.

Working as a Finance and Planning Lead for IBM Development, improved reporting out on new product development, inter-company royalties and revenue recognition; Created new reporting executive packs and developed financial stress testing for new product and service offerings.

Appointed Finance Director, running entire Company finance function reporting to the Chairman (Company: $15M Turnover and 100 employees). Established Corporate governance within finance function to ensure compliance with Statutory and Tax regulations and improved risk profile of the Company; Arranged new banking facilities, improved cash generation and preservation to maintain survival; Introduced Quantity Surveying, Health and Safety Assessments, ISO 9001.

Trainee Chartered Accountant moving through to Audit Manager across a portfolio of SME’s. Key achievements included first time passes in ICAEW Professional Exams; Promotion from Audit junior to running audits of a large range of medium and small enterprises; and appointment to lead the Personal Tax advice team.