Preparation of monthly management accounts and associated schedules. Aligned the Consumer Finance pack with those of the remainder of the group, aiding consistency and clarity.Monthly cost reviews with heads of departments to discuss variances and facilitate rolling forecasts in conjunction with the FP&A team. Built strong relationships with the heads of department, which enabled me to understand their individual concerns about their cost centres, as well as any benefits we may have been able to realiseSetting up a balance sheet reporting matrix to increase financial controls governing the preparation and submission of balance sheet reconciliations

Provision of monthly financial analysis of the project portfolio to the Chief Operating Officer. This required extensive liaison with the project managers to get a thorough understanding of the progress of their projects to date.Production of interim forecasts in conjunction with project managers to enable the Head of Change to manage resources and prioritise projects for the current year.Working with operational teams to produce the 2017 business plan for the project portfolio.

Production and implementation of a suite of cost metrics to enable the executive board to benchmark financial and non-financial performance against peers.Rolling out of metrics to the senior leadership team and working in conjunction with them to produce analysis on their performance and scope for improvement.Incorporation of metrics into monthly board reports and SLT meetingsTraining members of the finance team to produce the metrics and understand their commercial drivers. Embedding production of the metrics into the month end process

Providing accurate and timely financial reporting for the Serve division (Installation and maintenacnce of telecommunications/TV services to customers' premises).Managing a team to prepare the management accounts for the above.Chairing monthly Webex meetings with business partners to discuss financial results and any exceptional items in advance of presentation to the finance director.Calculation of monthly capitalised overhead rates for the Serve division, including streamlining the process to enable more up-to-date and accurate reporting of new processes, as well as greater visibility for operational business partners which enabled us to produce far more meaningful variance analysis and gave us a clearer audit trail. Developing new processes to reflect these in the accounts and working with the Sarbanes Oxley (SOX) team to gain clearance for the processes.Working with accounting standards team, Business partners and SOX to align accounting procedures with those of Liberty Global, following the acquisition of Virgin Media in 2013Review of balance sheets for the Serve division - ensuring any opportunities/ risks are highlighted to business partners and accounting standards/ SOX controls are adhered to.Working with business partners to ensure new operational processes are reflected in the accounts as part of BAU processes.Streamlining processes to enable a more timely and accurate month end close, with a reduced headcount.Documentation and simplification of all processes to facilitate the outsourcing of this role to Accenture.

Provided monthly and quarterly reporting on constitution of balance sheets and working capital movements and introduction of controls to ensure prompt reconciliation and presentation of balance sheets by Management and Financial accounts teams.Formalised internal balance sheet reporting to ensure accounting standards were being adhered to and risks/ opportunities being identified in a timely fashion.Introduced controls to escalate non-submission or incorrect submission of balance sheet reconciliations. This resulted in acceleration of completion of balance sheets by c. 10 days and enabled reporting to be incorporated into the main month end process.Introduced quarterly balance sheet review paper, which was produced by collaboarating with a number of senior managers from across finance to a tight time schedule and presented to the CFO for reviewWorked with the systems team to develop a working capital model to facilitate accurate reporting, forecasting and management of working capital.

Providing accurate financial reporting for Corporate OpexManaging the merger of ntl & Telewest ledgers following the merger of the 2 organisations. Ensuring all transactions are accounted for correctly, with no duplications or omissionsMerging processes from both organisations, adopting best practices from each, whilst integrating them into the BAU month end routingProducing and merging balance sheets for each organisation, ensuring assets and liabilities are represented accuarately. Identifying and rationalising balance sheet accounts.

Produced month end management accounts and presented the results to the CFO

Providing analysis of on-train revenue and costs to operational managers and finance team.Presented weekly and monthly financial analysis to teams in London & Leeds.Worked with operational managers, interpreting financial results, margin analysis and forecasting.Developed a reporting system to enable on train revenues to be reported from regional, down to train level, enabling managers performance to be measured more effectively and enable consolidated budgeting/ forecasting and analysis to be undertaken.Introduced a standard costing system of stock transfer, which enabled accurate measurement of margins, by train crew and region.Managed 2 teams of 4 reconciliation Clerks and 2 business development analysts across 2 sites

Worked across a number of departments within finance, learning the essentials required of a management accountant, but also with the expectation of delivering quality output, BAU and project, in an extremely time pressured environment. Roles covered included- Investment Appraisal- Internal Audit- Trading (revenue) accounting- Opex Accounting- Integration of ASDA accounting processes with those of WAL-Mart