Part of a community of consultants with three decades of experience serving the not for profit sector. Providing Financial, Strategic and Governance consultancy support including #FinancialReviews #BusinessPlanning #StrategicPlanning #Governance #RiskManagement #Managing&ImprovingPerformance #ChangeManagement #AuditCommittee #ValueforMoney #CashFlowManagement

Langley House Trust transforms the lives of men and women following prison. We have one of the lowest reconviction rates in the country – just 2.6% while individuals are with us. We put the person at the heart of the process – delivering targeted, bespoke and responsive support that creates lasting change. Every year, we work with more than 700 individuals, helping to make communities safer. We do this across multiple projects in England and provide support with: • Accommodation• Mental health (including secure step-down for men subject to section 117)• Substance misuse • Education, training and employment Our Christian ethos motivates us to do what we do but our services are open to all of any faith or no faith. I have strategic responsibility and Board level reporting for Finance, Treasury Management, Business and Financial Planning, Business Risk, Human Resources, Training and Development, Corporate Risk Management, Audit and Insurance. Lead Director on the Audit Committee, Remuneration Committee and Value For Money working party.

I was appointed as General Manager specifically to address the final commissioning and operational implementation of the Material Recycling Facility (MRF) and to restore profitability to the division. Responsibilities include:• Managing operational performance.• Targeting efficiencies and minimising waste to landfill.• Ensuring quality of recycled commodities.• Control of costs.• Functional direct reports (Sales, QHSE, HR, Procurement, Operations and Finance).

Consultancy - Turnaround / Business Recovery / Cash Flow Management / Cost Reduction / Change Management / M&AAssignments undertaken include turnaround work, due diligence on acquisitions / disposals, cash planning / reporting, business case preparation for bank & investor submissions, corporate development, re-engineering / cost rationalisation.

Major project following on from an initial two-week assignment in May 2011 for this renewable energy turnkey contractor to Social Housing Sector and Utilities. The role combined Financial, Operational and Commercial responsibilities covering all financial activities, commercial partnering, planning & logistics and the supply chain. My achievements included:• Establishing the finance function (team of 5) and integrity of reporting.• Liaising with the Company’s Bank and private funders on a monthly basis.• Accessing £10m of private equity funding. (Triple Point & Earth Points) • Developing commercial partnerships within the social housing sector.• Improved credit risk to 75/100 (very good credit) from 18/100 (caution).• Formalising the supply chain and operations division to meet the accelerated installation programme arising from Government intervention.• Working with the Directors to change the strategic direction of the business.

National Heating Maintenance Contractor to Social Housing Sector and Utilities. 380 employees - £25m turnover, multi-location – Head Office: WiltshireI was invited to join ALHCO in September, 2002 as a recommendation from Barclays Bank for the Company to recruit a professional Finance Director. Ten months later Barclays insisted upon my appointment as Group Managing Director in order to turn the loss making business around.Responsibilities: • To maintain confidence and financial support from bank.• To control cash, adhere to cashflow projections and reduce cost base.• To stop losses and return ALHCO to profitability.• Leadership of business development into social housing sector• Day to day responsibility for finance function and reporting.Achievements included: -• Restored profitability (net £2m turnaround) of loss making heavy engineering utility contractor.• Rebuilding of Bank confidence that ensured supporting the refinancing of the balance sheet and return from business recovery to regular banking.• Controlling and managing cash to adequately fund ongoing operations and repayment of £13.5m to legacy creditors.• Cost control - validate cost base, identifying cost reductions and efficiencies• 21% increase in turnover.• £120m secured forward sales order book (2010 to 2017).• £4.1m increase in net assets.• Instigated “process excellence” through structured continuous review & reengineering programme.

Due diligence, cash planning, budgeting, financial modelling, business case preparation.From January 2002 I commenced operating as an Independent Interim on predominantly finance based assignments demanding a high level of professionalism. These assignments included due diligence on prospective acquisitions; cash planning; budget and business case preparation for bank submission; and the potential amalgamation of two charitable institutions.

Manufacturer & distributor of polyethylene pipe jointing systems to utilities and their contractors. 550 employees - £46m turnover.I was invited to join Fusion Group Plc in June 1997 as Group Finance Director due to pressure from the Bank concerning the level of debt (gearing). Following the retirement of the founding shareholders in November 1997 I was appointed as Group Managing Director with the following responsibilities:• To address the Bank’s concern over gearing and liquidity.• To develop and lead the Group’s strategy to meet the changing utility sector as a result of the Government’s deregulation of water and gas. • To lead and develop a team of six Directors.• To control cash, securing funding for the diverse activities of the Group• Day to day responsibility for finance function and reporting.Achievements included: -• 32% increase in sales arising from expansion of logistics and supply chain distribution network into Argentina, Brazil, Bulgaria, China, Hong Kong, Italy and Romania; enhancing existing operations in Poland, Portugal, Spain and UK; formalising of licensee activities in Israel, Japan and North America; manufacturing joint venture in Zhongshan (China).• 75% increase in profitability before tax resulting from leading the strategy that transformed a manufacturer into a market-leading logistics service provider.• Reduced gearing to 60% (132% in 1997) by establishing robust financial controls, addressing overseas losses, reducing cost base and inventory - restoring bank confidence and securing of funding. • Leading, motivating and developing the team through the transition from founding shareholders retiring through to the restructuring of the Group.• Increasing ROCE to 25% (18% in 1997) resulting from instigating a structured continuous process review and re-engineering targeting greater efficiency, effectiveness, profitability, quality and enhanced service delivery.• Increased net assets to £11.6m (£8.5m in 1997)

I was appointed as Finance Director for the Cleaning and Maintenance activities for MITIE Group Plc within Scotland. Reporting directly to the Chief Executive my principal responsibilities were for the finance, IT and administration functions. Liaising with external bodies (banks, lawyers, auditors) and providing financial leadership and first class decision-making support to the management team. Other duties included budgetary responsibility within this diverse and multi-discipline organisation, transforming this necessary activity into being recognised as a catalyst through which continual change would evolve, leading to the implementation of new initiatives that improved the efficiency of the organisation.