David Butters Email & Phone Number

United Kingdom

Nottingham, England, United Kingdom

responsible for leading sales, delivery and customer/technical operations functions to support the significant strategic growth plan and delivery of operational and financial targets. Responsible for shaping and supporting E.ON Drive Group initiatives to further the development of the Emobility business

Nottingham, England, United Kingdom

Nottingham, United Kingdom

• To deliver decision support to the SME business in order to drive improved performance and help the Business Unit meet its financial and non-financial targets.• Challenge and shape the formulation and execution of commercial strategies, to optimise long term value within the strategic framework.• Drive performance awareness through effective relationship management within sales & marketing & the SME executive, including delivery of commercial insight that drives action to enhance performance.• Steer the forecasting process with the business, challenging inefficiency; identifying risks and opportunities; highlighting optionality.• To deliver financial appraisals of investment proposals, benefits reviews and business change initiatives.• Ensure clear and consistent communication across the wider business, ensuring “one version of the truth” is delivered to key stakeholders.• Embed governance and controls within projects/initiatives across Sales & Marketing & the SME business. Ensure key stakeholders are bought into the process to guarantee protect value and drive best practice.• Work closely with change & strategy in order to drive commercial optimisation & delivery of our commercial strategy, particularly ensuring delivery of financial plan.• Work across finance to ensure that objectives of the finance function are delivered, and that the business experiences a coherent, high quality product from a finance perspective• Exhibit exemplary behaviours and create and promote an environment which strives for continuous improvement.• Ensure efficiency through clear prioritisation of workload and clear communication with key stakeholders.• Coaching and development of fellow team members.• Deputise for the SME Finance Manager.

Nottingham

• Challenge and support the formulation and execution of commercial strategies, to optimise long term value within the strategic framework.• Support the forecasting process with the business, challenging inefficiency; identifying risks and opportunities; highlighting optionality.• Help develop performance awareness through effective relationship management at key forums and across the wider business.• To deliver financial appraisals of investment proposals, benefits reviews and business change initiatives.• Ensure clear and consistent communication across the wider business, ensuring “one version of the truth” is delivered to key stakeholders.• Coordinate monitoring of governance and controls within projects/initiatives. Ensure key stakeholders are bought into the process to guarantee protect value and drive best practice.• Exhibit exemplary behaviours and create and promote an environment which strives for continuous improvement.• Ensure efficiency through clear prioritisation of workload and clear communication with key stakeholders.

Nottingham

•Analysis of all financial and operational procedures. •Investigated and revised financial processes •Standardized repair procedures and materials usage•Production and analysis of month-end reports•Developed reporting to monitor customer profitability•Ccredit control managing a sales ledger of over £300k•Implemented new process for stock counting.Achievements include:•Negotiated payment of over £60k relating to historic repairs from 2 customers•Reduced material costs by 35% on one large account and by 5% across the company•Increasing billable repairs by £12k per month•Improved accuracy of stock valuation by 3%•Improved accuracy of daily and monthly revenue forecasting from a margin of 10% to within 2%

Managed all billing and claims for a large mobile phone repair company: responsible for ensuring all repairs were paid for on-time and correctly. Leading a team of three, supervised the day-to-day submission of in warranty claims to four different manufacturers and resolved outstanding queries to maximize month-end payments. Liased with repair staff to ensure proper procedures were being followed as well as with clients to guarantee all claims were approved and invoiced according to agreed time-scales.Under-took exercise to improve claims and billing processes: simplified many existing procedures and provided training on new procedures to increase efficiency.Achievements include:identified significant under-payments and negotiated with manufacturer to obtain payment of additional £50kReduced age of outstanding queries from over six months to less than two monthsParticipated in bid procedure with a large customer resulting in additional sales of three hundred units per day.

Following the re-alignment of finance functions, under-took management of query analysis and resolution of sales queries across the group ledger. Managing a team of two query analysts, maintained query level at below 5% of total ledger. Worked as part of Credit Management team to monitor and reduce aged debt across 2000 accounts. Identified key accounts for focus and negotiated with clients for settlement of debt. Assisted with management of credit control team collecting over £35 million per month.Liased with Sales teams, other Finance teams and clients to develop new billing solutions resulting in increased fluidity of cash flow and improved customer service.Produced weekly and monthly reports to identify key issues to senior management and the board of Directors. Analysing these reports, was able to establish key problem areas and implement process improvements to manage these. Also took control of rent collection collecting over £200k per quarter as well as continuing to manage debt collection on an international ledger of £150k.Achievements include:Resolved over £25 million of queries in eight monthsNegotiated settlement of £60k of aged invoices dating back to 2005 on one foreign accountMaintained Group DSO at below 40 daysParticipated in project reducing group overheads by over £200k

Re-located to credit control to continue to monitor and reduce the volume and value of sales queries, with specific focus on aged queries. Assisted the credit management team with day-to-day and monthly forecasting and reporting. Devised, collated and analysed key performance indicators to be reported to the credit management team and the board of directors. Analysed all sales ledgers and cash receipts at the start of and throughout each month in order to ensure that monthly targets were achieved.Also took responsibility for an international sales ledger and analysis of outstanding aged debt conducting negotiations with major clients to reduce aged debt.Acheivements include:Reduced level of outstanding queries from over £4 million to less than £500kReduced age of queries from average of 34 days to average of 12 daysNegotiate settlement of £2 million of invoices dating back to 1999 on one large accountAchieved nine out of twelve cash collection targetsVoted employee of the month in September

Based on previous experience and knowledge of sales invoicing and processes, was asked to undertake investigation and resolution of all sales queries. Liased with sales people, legal department and clients. Responsible for the analysis of all queries. Also developed processes and implemented controls to prevent queries from recurring and therefore improving accuracy of invoicing and speed of payment.Achievements include:Reduced value of outstanding sales queries from over £12 million to £4.5 million

Managing a team of four people, controlled the frequency and accuracy of £10 million worth of invoices to a wide range of British and international clients on a monthly basis. Controlled the payment of approximately 600 contractors. Liased with sales people, clients and other finance teams to resolve queries and improve processes. Developed billing processes for three large clients. Exceeded year-end and half-year cash targets, reducing DSO on international invoicing from 120 days to 98 days.Implemented the measurement and analysis of key performance indicators within the team, providing the opportunity to monitor and improve team performance.

Established and supervised a team of nine people, responsible for the distribution of all documents received by the finance department. Assisted in the design of new tracking methods for all documents received.