Dr Philip Smith Email and Phone Number

This work was undertaken in parralel with my commerical work. Major works include* Principal author of ICAEW Business Performance Management report 2 (2018) - working with tensions * Principal author of ICAEW Business Performance Management report 1 (2015) -approaches and tensions* Principal author of major ICAEW paper on the role of the Finance Function - 2011* Doctoral Thesis: The relationship between Management Accounting, profitability and operations in an uncertain world; Cranfield SOM; supervisor Prof Andy Neely – 2008Major resarch and professional postions held include* Chair – ICAEW Business Performance Community. (2013 to 2017)* Chair/Committee member – ICAEW Business and Management Faculty (2007 to 2017)* Council member – ICAEW. (2009 – 2014)

A range of roles focussed on optimising financial performance and shareholder value, working with a mix of PE houses, banks and advisors. These included turnaround, strategy appraisal and reassessment, development of financial reporting systems, performance improvement and financial restructuring, acquisition due diligence and exit. Sectors covered include health care, housing building, quarrying, kitchens, recruitment, claims management, printing, manufacturing, leisure

PE backed Unified Collaboration Cloud Solutions tech company. I was appointed interim CFO in 2016 on the intial PE investment, and then Chair 2018 to achieve a turnaround and a develop a firm base for growth. By 2022 profitability, postive cash flow, new funding, an exciting growth strategy and a new management team had been established, at which stage I stepped down to a Non Exec role. In 2024 when the new team and strategy had bedded in, I stepped down as a Non Exec.

Following a buy in and subsequent turnaround, the trading company H Young Transport Ltd has grown to be a successful financially strong and independent £8m regional logistics and warehousing company, with assets of over £3.7m I successfully exited from my Directorship and 25% equity stake in March 2024

Initially introduced to the business by institutional investors 3i, Gartmore and Albemarle to provide corporate finance support of BIMBO, and instigate effective MIS. Subsequently (1995) appointed Executive Chairman following the forced exit of MD, triggered by leadership issues and a severe decline in company performance.Delivered a favourable exit in 2005 by which time revenue had increased from £8m to £36m and profits to £1.3m profits. Over the 10 year period delivered a return of over £12m to investors, from a start point of being 3 months away from insolvency.

Prominent UK professional rugby club and members-controlled plc with over 11,000 shareholders, 70% of which were the previous members of the Club when it was a Provident society.Appointed to secure the independence and viability of the Club following the move to professional status. Raised £1.8m from supporters via a share issue to full IPO standards, allowing maintenance of financial independence and majority control by supporters. Prepared for the IPO by introducing robust MIS under extremely tight time pressure. Maintained focus and stringent financial control in a volatile environment where personalities and priorities frequently clashed.

Provided strategic financial and commercial input to a wide range of organisations, principally by establishing and maintaining a proper connection between finance and operational realities.

Consumer goods company acquired for a nominal sum via a buy out from Norcros plc. The company was loss-making and a poor financial and strategic fit for Norcros.Following the acquisition hired an equal partner to provide sales expertise. Over 5 years transformed the business from losses to profits of £330,000 with sales trebling to £4.1m and ultimately selling the business for £1.4m, in line with the original exit strategy.