I drove financial strategy for a fast growing, €60M turnover, SaaS and Professional Services business, optimising profitability, and leading a 12-member team across commercial finance, financial control, and legal services. I directed financial reporting, facilitating crucial insights, and aligned the business model with recurring revenue, further elevating EBITDA margins in collaboration with investors, CEO, and Executive Team. By enhancing working capital, I achieved cost-saving measures and ensured financial resilience, supporting business expansion.I also spearheaded post-transaction separation from Kantar, encompassing transfer pricing, banking setup, legal restructuring, audit, insurance, ERP implementation, and group reporting. In addition to redesigning incentive plans for recurring revenue and project margin growth, I streamlined legal services, reinforced governance with integration partners, and resolved year-end close and audit challenges. Moreover, I established a cost control framework and bid review process for better investment decisions.My key contributions are:- Successfully acquired Belgian PE-backed professional services firm, and steered its carve-out from Kantar.- Created 5-year financial model, gaining stakeholder buy-in, supporting an ARR-based fundraising post carve-out, and facilitating due diligence for 2 transactions with external advisors.- Stepped in on one acquisition to finalise acquisition terms, including pricing, earn-outs, and staff bonuses, gaining Kantar's executives approval.- Established autonomous treasury function, enabling governance and enhanced banking relationships, while implementing daily cash reporting and various cashflow forecasting models to ensure sufficient liquidity until securing ARR financing and implementing covenant reporting.- Improved working capital through bi-weekly debtor and invoicing reviews, reducing DSO to 43 days and unbilled revenue by 67%, boosting annual working capital by €4M.

Market leader in delivering virtual reality software and creative services to FMCG companies and retailers globally, helping them better understand shopper behaviour in store and make better decisions, faster and more cost effectivelyIn this role, I directed financial strategy, including budgeting, forecasting, and reporting for company with $15M in turnover. Assuming the COO role for online stores, research, and digital asset creation,I oversaw operations, streamlined efficiency and optimised processes. I led cross-functional teams of 42 professionals while reporting to CEO and ensured compliance with regulatory requirements,mitigating risks. Besides driving growth through strategic planning and capital allocation, I delivered data-driven insights, fortified governance, and enhanced profitability and liquidity, securing long-term financial stability. Moreover, I automated project reporting with Power BI for improved decision-making. Introduced monthly close schedules, standard KPI reporting, divisional reporting, quarterly re-forecasting, and annual budgeting.My key contributions are:- Collaborated with leadership to create and execute a 3-year profitability plan, achieving EBITDA profit in year 2 and positive cashflow in year 3.- Implemented governance and risk framework, ensuring revenue, ARR, and profitability targets were met, leading to $3M growth funding.- Introduced monthly cost vs. budget reviews for early deviation warnings and EBITDA protection actions.- Enabled 200% revenue growth in Research Services through scenario planning and partner augmentation strategy- Successfully integrated a US subsidiary into standard reporting and financial processes.- Redesigned sales commission structure to align with KPIs in the 3-year business turnaround plan.- Specifically selected to take on the role of CFO for the rapidly expanding XTEL Group after successfully turning around the business in 2019.

Career break in 2015 to project manage an extensive house renovation project and gain CIMA professional qualification

I steered financial strategy for global sales in line with revenue targets of a company with turnover reaching $300M and 1500+ employees. Leading a 12-member team, with 7 in South Africa, I optimised sales performance through budgeting, forecasting, and variance analysis. I approved quotas as per commercial targets, reporting to the CFO and Global Head of Sales. I also navigated complex market dynamics, driving revenue growth, whilst expanding the sales team to 350 members, restructuring roles, commissions, and reporting with divisional endorsement.I also managed an $80M budget for Sales and Marketing, optimising cost allocation. Additionally, I collaborated on Business Development integration, enhanced sales reporting for insights, and introduced retention reporting.My key contributions are:- Redesigned sales teams to an account management structure, resulting in a 20% growth in new sales in 2013.- Overhauled sales commission schemes to support new business structure and behaviours.- Facilitated collaboration and transparency between Sales and product teams, optimising annual plan approvals.- Recognised with the 2013 Q1 Thomson Reuters Finance Excellence award for sales function restructure efforts.

Here, I established the FP&A function for the newly formed Governance, Risk & Compliance (GRC) division, comprised of five high-growth technology and professional services firms (10%-30% annual revenue growth). I directly reported to the group CFO besides implementing monthly reporting and forecasting procedures for the division, serving both local management and the US corporate headquarters, encompassing sales, revenue, profit, cash flow, and capital expenditure. Ialso orchestrated monthly flash, quarterly forecast, annual plan, and 5-year long-range planning cycles. In addition to controlling expenditures for shared functions encompassing Finance, HR, Strategy, Executive, and Facilities, I collaborated closely with the corporate procurement team tooptimise space planning for the rapidly expanding enterprises.My key contributions are:- Surpassed 2011 profit and cashflow targets by 21% through collaboration with management and CFO.- Headed integration of 3 acquisitions, which doubled division size, optimising financial modelling,driving synergy savings, and enabling smooth process, system, and staff transitions.- Achieved £1.6M annual cost savings by securing executive approval to offshore 140 onshore technology roles to India and Argentina, collaborating closely with the Technology Director for seamless implementation.- Cut office space expansion costs by 10% (£250k) by evaluating supplier proposals and procurement processes, accordingly advising the CFO and HR Director.- Implemented standardised investment case framework that facilitated faster and consistent capital expenditure evaluations for the CEO and CFO, involving Product, Sales, Technology, and Marketing.

As the Finance Director, I orchestrated financial strategies to optimise profitability and growth for the Australian and New Zealand businesses while overseeing a team of 55 professionals responsible for Financial and Management Accounting, Credit Control, FP&A, Financial Systems, and Risk & Compliance. I reported directly to the Managing Director in the region and indirectly to the Group CFO based in London. I managed budget planning, capital allocation, and financial reporting, ensuring transparency and accountability. I also enhanced financial forecasting accuracy through data-driven insights and market analysis. Moreover, I collaborated with executives to present financial insights, influencing strategic decision-making.My key contributions are:- Successfully evaluated the financial prospects of 7 acquisition targets, employing comprehensive financial modelling, and skilfully shepherded 2 targets to successful completion.- Efficiently relocated all transactional finance operations to a shared service centre in India, streamlining processes and achieving cost savings.- Skilfully led year-end financial close, orchestrating meticulous balance sheet and provision assessments, and securing audit approval.

- Manage planning & analysis for ANZ, lead a team of 13 financial analysts, reporting to the regional CFO- Provide strategic financial support to the ANZ executive leadership team and identify short-term tactical opportunities to meet quarterly and annual targets- Play integral role in setting 3 year strategic plan through analysis of commercial growth drivers and key trends impacting performance- Lead annual and 3 year planning process, liaise with senior executive team to ensure financial targets are aligned to business strategy and meet regional and global timeframes/requirements- Overall accountability for weekly reporting to sales teams, monthly reporting to local senior executive team and twice monthly reporting to regional HQ based in Eagan and New York- Control ANZ group cashflow through accurate forecasting and working capital management- Manage the integration and alignment of financial processes and systems for newly acquired businesses- Manage, maintain and oversee development of Cognos planning software to ensure accurate and efficient month-end reporting

- Financial business partner for Legal and Regulatory business unit reporting directly to the Managing Director and indirectly to the regional CFO- Manage a team of 6 financial analysts, including setting KPI’s, conducting performance reviews, coaching, mentoring and advising on learning & development needs- Supervise the production and consolidation of the annual and 3 year plan covering billings, revenue, operating expenses, capital expenditure and free cashflow- Lead monthly cross functional review meetings of performance against annual plan on KPI’s- Provide financial commentary on key drivers, trends and variances for monthly Managing Director’s report to the group CEO- Advise Managing Director and functional directors on growth strategies and cost saving initiatives and recommend courses of action- Lead financial review of all new product and capital investment business cases

- Build the annual budget for US$75m revenue business unit and create the financial presentation for Managing Director to present to regional CEO- Assess financial viability of new product business cases in conjunction with Product Development, Sales, Marketing and Production- Provide all month-end management reporting to commercial managers and consolidated monthly reporting to executive team - Capital Expenditure analysis and reporting including major project accounting

- Regional consolidation of the Annual and 3 Year Plan for all 9 Asia Pacific business units- Solely responsible for budgeting and analysis for the shared services group ($30m cost base and 100 FTE’s)- Set up financial reporting structure for International Sales & Marketing group including reporting actual results to US head office- Work with business systems team to automate reporting and create regional analysis pack- Liaise with business unit finance teams to respond to ad hoc analysis requests from regional head office

- Worked in technology, communications and entertainment team advising on tax implications of major business restructures including advising on divestiture of Yellow Pages by British Telecom- Clients worked for included General Electric, British Telecom, Odeon Cinema group

- Compilation of VAT returns for a range of large corporate, local government and public sector clients- Demonstration of E&Y VAT exemption software package for all clients throughout Scotland- Negotiation with Customs & Excise on matters relating to clients’ tax liabilities