I needed to take a step back from CFO role to deal with several personal, family issues. After handing over to new CFO, I continued to work on margin improvement projects with Pryme Group on a part time basis until these issues were complete.

CFO for small but acquisitive, PE-backed group of manufacturing companies that completed three acquisitions in three years. During this period the group changed its strategy from heavy reliance on oil and gas industry customers to diversify into other industries, principally aerospace and defense. Cash flow management and funding negotiations were key in this business as well as creating a new group identity including implementation of single ERP system across the group.

Acted in advisory capacity to management teams throughout the world on contractual issues. Lead role in developing tender model which was introduced in various companies across division. Responsible for planning and setting up European workshop facilities and organisation to break into European markets.

Joined GE following sale of Artificial Lift division by Wood Group. Headed international efforts in existing business, liaising with GE representatives to implement required changes to processes and procedures to ensure integration of business into GE and compliance with GE reporting requirements.

Reporting to CFO, responsible for financial aspects of all businesses outside of North America. Lead negotiator for Wood Group in separation from JV partner in Venezuela in preparation for sale to GE. Integral part of Eastern Hemisphere management team responsible for setting strategic goals for the region, which included complete re-definition of organisational structure to separate business focus on sales and operations.

Assigned role when company was on brink of closure and managed business with limited resources retaining all key staff until recovery plan implemented. Changes identified and implemented in this period included implementation of new sales strategy, revised system of manufacture with increased focus on parts recovery, new system of field service reporting and IT/HSE improvements. Role completed when JV with local competitor was set up and new management team integrated.

Reporting to operational VP, responsible for financial aspects of fastest growing and most complex region with revenues of over US$100 million. Implemented systems and procedures for ESP Venezuela and for Wood Group as a whole to meet challenges of Venezuelan currency collapse. Set up finance systems in new businesses in Ecuador and Colombia. Strengthened inter-entity communication and cooperation to increase sharing of ideas and improve teamwork to reduce attrition.

Reporting to CFO, responsible for financial aspects of business outside of North America where revenues grew from US$35 million to US$100 million in two years. Growth was achieved largely due to large major contract wins where finance team identified key operational data that led to a change in the entire company approach to equipment run lives and recovery of parts, which provided competitive advantage to company and led to huge growth in subsequent years.

Responsible for all financial and administrative matters for set up of new consortium to run US$800 million, 16-year contract to build and operate water injection and treatment plants for PDVSA in Lake Maracaibo.

Responsible for group reporting, treasury function and special projects reporting to Group CFO.

Qualified as CA in audit before transferring to Corporate Finance department. Gained huge range of experience working on major projects for four offices in a range of industries.