Retail, Wholesale and On-Line clothing and footwear business (T/O £110m).Acquisition of Lacoste footwear business (from Pentland Brands) in January 2023.Opening of new 3PL in UK following BrexitCompletely rebuilt finance function into a high performing teamSenior business partner to CEO and prominent LT member.Stakeholder management at all levels of the wider GroupInventory control and cash optimisation as a key priorityStrong internal controls and corporate governance

F&B sushi business covering France, UK, Spain, Italy. Founders sold to Private Equity (TA Associates)Successfully brought each European finance function in-house (from outsourcing model).Presented 3-year strategy to PE managementCash generation key priority

FMCG Cosmetics and Beauty Care company (T/O £90m). UK subsidiary of a US based global Company operating a matrix structure. Acquired Elizabeth Arden to form a $3bn global entity.Set commercial strategy to step-change net sales growth to +22% YOY with mature brands in anestablished market.Business partner to the UK MD and divisional General Managers. Stakeholder management with EMEA and Global finance and leadership teamsTransformed the Company culture to “Let’s find a way” with a can-do attitude.Revitalised the finance function following a restructure off the back of SAP implementation.Educated the entire organisation to be cash-focused, resulting in cash neutrality for first time in 5 years.Identified and developed talent within the team and promoted all high potential employees.Project leader for transitioning financial back office to a shared service centre in Barcelona.Assumed the Chair of the Pension Trustees for the legacy direct benefit scheme.Integrated Elizabeth Arden finance function and team following acquisition

VC backed leading claims management company, specialising in the redress of mis-sold payment protection insurance. The industry has matured and is now in wind-down.Formulated exit strategy plans to maximise shareholder return; culminating in the successful sale of the business.Managed the business wind-down, downsizing the organisation to ensure an optimised exit.Led the successful de-merger from parent group ahead of time.Performed major reforecast of the business and introduced weekly cash flow tracking.Managed and led a team of 3 in a dynamic and changing environment.

Group Head of Finance for 12 business units. Private Equity shareholder. Brands including Playtex, Wonderbra and Shock Absorber.Building business strategy for sales and EBITDA growth, and optimising cash position.Developed retail expansion plan for Russia and Poland.

Group comprised of 6 commercial entities, plus centralised marketing and manufacturing.Recruited as part of the central management team to execute a new business model; re-shape the supply chain eliminating negative manufacturing variances, and halt rapid sales declineLed all annual and long-range planning processes, monthly reporting and established new KPI’s.In 2008, seconded to Paris to transition and support a new Group CFO (also acted as CFO for 3 months, overseeing year-end closing).Managed the group for cash generation; reduced inventories by 25%, extended payables by 2 weeks and reduced DSO’s.Sought-out and rigorously implemented group best practice on expense reduction and inventory management.Compiled strategic brand reviews resulting in re-positioning of the Playtex brand and subsequent sales growth.

Appointed to strengthen and enforce key internal controls to ensure the integrity of financial results following economic crisis in Argentina. Subsequently, fully complied with all regulatory requirements of the Sarbanes Oxley Act.Outsourced credit collection and restructured the administrative function.Simplified the legal structure by halving the number of entities to 2Transformed the finance culture from “police” to partner.Business practices officer for the Sara Lee ethics program.