Responsible for leading the Finance team of 13 within Brown Shipley, reporting to the Chief Financial Officer providing accurate financial and management reporting information to all relevant stakeholders and ensuring alignment of financial reporting with the rest of the Quintet Group.Key responsibilities:-Delivering the annual budgetary submissions to the Quintet Group and the Brown Shipley Board, partnering with and challenging senior management to ensure alignment with the Quintet Group’s strategic aimsManaging the day-to-day financial control processes of the team to ensure provision of an effective control environment for the businessProviding monthly management reporting to the Brown Shipley Executive Committee and Quintet Group Finance, to support and drive effective and timely management of the financial performance of the companyPreparing timely and efficient statutory accounts for the company to meet Quintet Group and PRA regulatory reporting deadlinesPreparing the financial modelling required to support the Company’s ICAAP, Recovery and Resolution plan processesManaging the development of the company’s finance team to ensure it has the capacity and necessary skills to meet the needs of the company and the Quintet GroupKey achievements include:-Led the UK Finance team’s involvement in developing a new strategic plan for the company to deliver a significant targeted improvement in the cost income ratioLed the Finance team’s involvement in developing a viable business plan for the recruitment of a new Eastern region client advisory team from a competitorDeveloped and implemented a restructuring plan for the company’s finance team to improve efficiency within the team and address skills gaps.Updated and enhanced the monthly reporting cycle to reduce the time taken to produce the management accounts by approximately 3 daysRedesigned the statutory reporting process to reduce the time taken to finalise the statutory accounts by 3 weeks

Responsible for the management of the finance function of 41 Finance professionals, reporting to the Group Finance Director.Key responsibilities:-Provision of strategic financial analysis to support potential acquisitions and ensure they align with the Group's strategic objectivesOptimising the financial structure of the Group to ensure the efficient use of cash and capitalDelivery of an efficient and effective financial control environment and ensuring the financial systems are robust and support the needs of the GroupProvision of statutory accounts for the Group and all UK subsidiaries and Limited PartnershipsProvision of monthly management accounts and other financial information, at the Group, Departmental and Office levelsMonitoring capital adequacy on a current and forward looking basisPreparation of the ICAAP document and Pillar 3 disclosuresDelivery of the annual budgetary process, challenging projections at a Group, Departmental and Office level to ensure the delivery of the group’s strategic objectivesAttend the Group Audit and Risk Committee to provide regular updates on Financial Accounting and Prudential Regulatory reporting matters Key achievements include:-Led the Finance function involvement in the merger discussions with Tilney, with responsibility for the provision of financial information for the due diligence process, implementation of required actions to complete the transaction and subsequent post-merger integration activities. Redesign of the consolidated report and accounts, to meet corporate reporting standard required of a listed company as part of preparations for a potential IPORedesign of the monthly management accounts to address changes in the organisational structure and more effectively meet the management reporting needs of the groupRedesign of the Pillar 3 disclosures document to meet the requirements expected of a listed company

Global Head of Financial Planning and Analysis responsible for:Management of a multi-locational team of 22 finance professionalsProduction of global management accounts for the group and individual business units.Financial analysis to support strategic and tactical decision making within the GroupManagement of the Global budgeting processClient and product profitability analysisFinancial analysis for internal project portfolio including evaluation of business cases, monthly management reporting and monitoring against approved levels of fundingFinance representative on the UK Executive Management Committee responsible for the strategic direction and maintaining an appropriate control environment for the UK business unitMember of RBC European Finance management team responsible for ensuring a consistent Finance operating model and control framework across all divisions in the European regionTrustee of the RBC UK Defined Benefit Pension SchemeKey achievements include:Successfully managed transition of all management reporting from Hyperion Essbase database to EPM Cognos system used by the RBC Group. Developed and implemented new monthly management reporting framework, designed to provide consistent and timely management information focused on identifying and quantifying the key drivers of performanceDesigned and implemented a new forecasting and planning process to support strategic decision making within the businessUpgraded the existing product and client profitability analysis to more effectively meet the needs of the business on a timely basis, particularly in relation to pricing and client retention decision making Redesigned the existing project financial support framework, to ensure a more rigorous review and challenge process to new business cases and the financial performance of ongoing projects Redesigned monthly UK Management Committee reporting packages, to provide a clear and concise analysis of business performance

Set up and managed a team of 6 based in Paris and Brussels, reporting to the Chief Financial OfficerKey line responsibilities:-Set up and manage a new performance management team for the combined business to provide high quality financial analysis on a timely basis to support strategic decision makingManaged the consolidation process for the ex-FIM business units during the integration process, to ensure an efficient transition to the new management and statutory reporting processesKey achievements include:-Designed and commenced implementation of a roadmap for the development of the team over a two year period. Roadmap focused on developing and delivering a robust client and product profitability analysis in year one, before adding further financial modelling and scenario planning skills in year twoIdentified and recruited a new team within the combined organisation within first three monthsEvaluated existing methodologies and tools developed for profitability reporting, to assess appropriateness for use in the enlarged business and ways to streamline the process in months three to sixDeveloped and implemented tactical workarounds to provide combined profitability analysis across the business during the development of a longer term strategic solution with no increase in reporting timelines in months six to nineSuccessfully completed the transition for the ex-FIM business units to the new management and statutory reporting processes within a three month period with no major reporting errors or delays in the reporting process

Managing a multi-location team of 71, reporting to the Chief Financial OfficerKey line responsibilities:-Managed the consolidated financial reporting process which produced monthly statutory and management accounting results, for the FIM Executive Management Committee and the Fortis GroupControlled all global ledgers, including the production of monthly management accounting submissions, regulatory returns and annual financial statementsEnsured the maintenance of an appropriate control environment at a local, regional and global levelManaged the consolidated regulatory returns for the FIM Group and the submission of all required regulatory data to Fortis GroupResponsible for the day to day management of the Group’s balance sheet, to ensure sufficient working capital was available to all entities in the FIM GroupKey achievements include:-As part of the merger process with BNPP AM, responsible for reducing the year end consolidation process from 5 months to 3 months to meet the timelines required to complete the merger.Managed the global transition of auditors for the FIM Group from KPMG to Deloitte LLP during Q4 2009, ensuring that all subsidiaries had transitioned by year end and putting in place procedures to assist the new auditors in obtaining the knowledge required to complete the year-end audit process in a shortened timeframe.

Finance Director role, managing a team of 58, reporting to the Chief Financial OfficerKey line responsibilities:-Managing the Group consolidated financial reporting process Managing the central cost and revenue reporting processes Controlling all UK and US ledgers. Producing the regulatory returns for the Group and all UK subsidiaries.Managing the central accounts receivable and payable functions.Responsibility for the day to day management of the Group’s balance sheet and investment capital balances. Representing the finance function at the Board Audit Committee and Group Risk Committee.Key achievements include:-Part of a three person management team responsible for successfully restructuring the London finance function, moving the function from an operating model based on a series of generalist teams, to a model based on specialist teams performing similar activities for all areas of the business within a three month timeframeManaged the finance function’s input to the Group’s successful implementation of the new Capital Requirements Directive as part of a one year transition project. Responsibilities included modelling the implications of changes in Pillar 1 capital requirements, preparing financial analysis for the Pillar 2 submission, drafting the disclosure requirements for Pillar 3 and partnering with the Group Risk team to undertake discussions with the plc Board and the FSA. Managed the selection and successful transition to one global cash management partner, enabling implementation of a daily sweep of cash balances around the Group in a six month periodOversaw the integration of the finance functions of two acquisitions into the finance operating model. The integration involved transitioning all activities to the existing finance operating platforms in the UK and Luxembourg respectively, without any impact on the existing reporting timelines

Finance Director role, managing a team of 13 reporting to the Group Financial ControllerKey line responsibilities:-Managing the Group consolidated financial reporting process. Controlling the ledgers of all UK holding companies and preparing the financial statements for those companies. Producing the regulatory returns for the Group and Private Banking subsidiaries and reviewing the regulatory returns of all UK investment management subsidiaries.Responsibility for the day to day management of the Group’s balance sheet and investment capital balances, through the Group’s treasury function. Representing the Finance function on the Group Compliance and Principal Risk Committees.Key achievements include:-Designed and managed the Group’s two year transition project from UK GAAP to IFRS. The project involved undertaking a detailed gap analysis to identify differences between UK GAAP and IFRS, identifying and implementing system changes required to move to IFRS, overseeing the posting of adjusting entries required to comparative data, preparing and agreeing accounting policy documents and pro forma accounts under IFRS with the external auditors, developing and delivering an IFRS training programme for finance staff and Board Audit Committee members and preparing briefing updates on the impact of the transition for the external marketRedesigned the year end and interim reporting processes, so that external reporting deadlines could be moved forward by one weekRedesigned the Group’s budgeting process to address changes to the Group’s management structure and reduce the timelines for completion of the process by two weeks

As part of the Financial Services Group, I specialised in delivering regulatory and operational risk management projects to Financial Services and Corporate clients for both Deloitte and Arthur Andersen (prior to merger in 2002) The role included working with audit partners to develop methodologies for delivering projects, drafting proposals for new business and managing the successful delivery of projects whilst at the same time managing a portfolio of significant audit clients. During this time I also undertook a six month secondment as the interim Finance Director of Schroder & Co Private Bank, which subsequently led to me joining Schroders plc.

As part of the Financial Services Group, I specialised in delivering regulatory and operational risk management projects to Financial Services and Corporate clients for both Deloitte and Arthur Andersen (prior to merger in 2002) The role included working with audit partners to develop methodologies for delivering projects, drafting proposals for new business and managing the successful delivery of projects whilst at the same time managing a portfolio of significant audit clients.