I am Chief Financial Officer for Arvato Supply Chain Solutions and a member of the UK Executive Board. I lead multiple support and compliance functions including all financial & statutory responsibilities for the UK Business. My primary goal is to bring my commercial leadership experience to drive growth and profitability gains to support our myriad of investment and expansion opportunities. This is through pushing through M&A activities, pricing strategies, cross selling and up selling to existing customers and winning tenders. Achievements:- Part of the core Exec Team that purchased a new site in Corby and acquired the distribution for Avon Cosmetics.- Turned the UK business around from over 15yrs of loss making to making a small profit in 2023 and profit making for every month of 2024.- Restructured and stabilised the team after a period of significant organisational change and uncertainty. - Developed a strategy for each team and a clear 12 month road map of improvement initiatives which is approved and brought into by the Exec committee.- Built bridges between the business and Finance / Procurement teams through improved communication and credability.- Stabilised the month end process and Group communication and reporting.- Implemented a rolling forecast and improved planning process to drive business performance.- Drove structural change across the business making the Key Account Managers responsible and accountable for the P&L of their respective clients and the Industry Directors for their respective industries.- Overhauled and rolled out a new costing model by site and industry to ensure we maximise profitability of successful tenders.- Developed a reporting suite and metrics for us in the Exec to monitor and run the business by.- Reviewed and overhauled all processes across Finance and Procurement to improve accuracy and robustness of financial data.- Part of the recruitment process to select and onboard new Exec Members.

A commercial Finance Director position reporting to the Group CFO where I was brought into the organisation to drive the execution of the 5 year business strategy through pricing improvements, organisational development and revenue gains from cross-selling and upselling to existing business customers.I led the Business Roadside (BR) Finance, Billings, Collections and Profit Leakage teams which consists of 60 heads with varying experience levels from trainees through to significant PQ experience. The BR Division itself is >700 heads and >£260m of revenue. The Finance Director role was part of the BR Leadership Team where I partnered the BR Managing Director. This role also formed part of the Senior Leadership Team (SLT) for RAC. This team formulates the strategy for the business and the key deliverables for the next 5 years on an annual basis. The SLT are ultimately responsible for executing the strategy through strong leadership and communication with the wider organisation, ensuring the key targets and commitments are met for each Division.

The Northern & Southern Europe (NSE) sales organisation is critical to the overall success of the business with a turnover >£135m, FTE of 420 and a trading profit >24%. This role was the most Senior Finance role in the Region, reported to the NSE RGM and held a prominent position on the NSE Leadership Team. NSE encompasses 8 operating companies and the role required extensive travel. The countries in the Region are UK, Italy, Finland, Norway, Denmark, Sweden, Spain & Portugal.In this role I developed a true matrix organisation where I led a multi-disciplined professional team across the Region including Finance (8 teams in 8 countries), Business Information, Data Governance, Legal Counsel, IT and Strategic Pricing. My key areas of responsibility were:- Drove Orders, Sales, Gross Margin and Overhead forecast accuracy improvements for both weekly, monthly and quarterly reporting.- Ensured the financial integrity of all transactions and ensured compliance with statutory requirements. I continued to be a member of the Spirax Sarco Engineering Internal Audit peer to peer team and audited many of the countries in the Group.- Provided 3 year/annual plan and quarterly reporting guidance & challenge to the NSE RGM and GM’s to drive growth targets. Achievements:- Developed the newly formed NSE Regional structure, ways of working and how to best support the operating companies.- Appointed interim NSE Regional General Manager for a couple of months before the new incumbent joined the organisation. After they joined I remained their deputy.- I brought together the four legal entities of Spirax Spain and Portugal and Gestra Spain and Portugal to form an Iberia. This was to streamline process and give the smaller entities of Gestra and Spirax Portugal critical mass to aid growth. - Drove strategic pricing across the Region. This required me gaining the buy in and support from Sales and Service Teams.- A mentor within the EMEA Mentoring Programme

The Northern Europe (NE) Sales Region is made up of UK, Finland, Denmark, Sweden and Norway and has a combined turnover of >£66m. This role sat on both the UK & Nordic Leadership Teams and I led a team spanning the Region including Finance, Credit Control, Business Information, Legal and Strategic Pricing.My key areas of responsibilities were:- Provided commercial challenge and financial rigour to the NE Region so financial targets and expectations were met: Orders, Sales, Gross Margin, Trading Profit, Debtor Days, Bad Debt, Effective Price Increase, Working Capital and Growth in Service.- Provided annual business plan and quarterly reporting guidance to the NE RGM. Worked with the NE Leadership Team to prepare the OpCo and Regional reports for the EMEA Divisional Director. Presented at the annual and quarterly EMEA Divisional Review Meetings.- Made suitable resources available from my Commercial Excellence Team, without undermining the Business Plan achievement, to ensure the new ERP system met business needs.- Drove continuous improvement within the department. Prioritised projects based on the largest impact to making UK Sales easier to work with as a company. Guided the team on ways to support revenue growth targets.Achievements:- I brought together the four individual Scandinavian countries to form the Nordics. This allowed for one leadership team, a shared service function and sharing of best practice and customers to drive growth.- Deputy for the NE RGM.- Provided guidance to implement Direct Debits for Service customers, making us easier to do business with, stopping Service customers going on hold and help drive incremental sales as a result.- Drove the achievement of the 3 year business plan for NE. Targets were based on: Sales, GM%, Overhead growth < Sales Growth, TM% and the Recovery of WACI through Effective Price Increase.- Drove Orders, Sales, Gross Margin and Overhead forecast accuracy improvements despite supply chain challenges.

As most senior Finance person in UK, I was business partner for the General Manager for UK & ROI providing senior financial leadership and guidance for a >£43m portion, GM 60%+, of the Spirax Sarco Engineering Group. My key areas of responsibilities were:- Management of a multi-disciplined commercial team including Finance, Shared Service Credit Control, Business Information, Legal and Strategic Pricing.- This role provided me with a position on the UK Sales Leadership Team where I not only provided financial guidance and commercial insight to the team but also supported and made decisions for the wider UK Sales business.- Ensured financial integrity and compliance with all statutory requirements and Internal Audit. - I provided annual business plan and quarterly reporting support through providing guidance and challenge to the UK Sales and Nordics Regional General Manager and assistance in the preparation of the reports and presentations to the Group CEO and CFO.Achievements:- Developed a working capital model and decision support tool supporting a drive for the Group to manage its cash position closely.- Created a shared service for BI, Data, Legal and Strategic Pricing. - Deputy for the UK & ROI GM.- Wrote the business case for and attained sign off for the divestment of VCE, an under-performing historic acquisition.- Drove the sales and service teams to achieve record growth in 2019 by challenging them and upskilling them on pricing and contractual negotiations.- Through improvements in margin from pricing and cost saving initiatives, I protected the UK Sales organisation from redundancies through the initial covid downturn in 2020. This coupled with my increased communication to the organisation as we all worked from home, led to the highest employee engagement score UK Sales have seen and a top ‘outstanding’ year end performance rating for myself.

My key areas of responsibilities were:- Provided financial guidance and commercial challenge to business cases for all new products in development from the research stage through to Group release. Spirax had between 25 & 40 new products in development at any one time in any one of its eleven manufacturing sites globally.- Business Partner for the Group Business Development Director who had responsibility for Group R&D spanning multiple countries, Group Marketing, Group Product Development, Acquisitions and Market Intelligence. This Division is at the core of the Spirax business and had over 140 staff and an overhead budget of £15m+.- Presented financial results and topics to the Group Business Development Director and their Senior Management Team at monthly Team Meetings. - Supervised R&D tax claims, EU Grants and Royalty income. - Forecasted cash flow and reporting to the Spirax Board on Econotherm whom Spirax have a controlling stake.Achievements:- Developed a strategy for improvements to the Finance service provided to Group Business Development. The focus of the strategy is 'value added reporting', 'transparency of costs', 'commercial understanding' and 'finance business partnering'. - In the first half of 2017 Spirax made its largest acquisition at the time of competitor Gestra A.G. Part of the business case for the purchase was compiled of multiple synergy projects across several core product lines for both Spirax and Gestra. Post-acquisition I was responsible for the creation and presentation of the commercial business case for each project to determine the best manufacturing location from both a strategic and incremental Group contribution point of view. Each business case was then presented to the Spirax Group CEO and CFO to make a final decision. - Developed external pricing options for sales staff across EMEA. Examples are finance leases, operating leases, benefit recovery and energy consumption.

My first role at Spirax was broad with a distinct commercial focus reporting to the UK Finance Director. I managed and delivered numerous Projects under the banner of Operational Excellence, which had significant financial and intangible benefits to Spirax. For each Project a Working Group was created and managed, the size of which has ranged from 1 to 20 members of staff from diverse functions around the Group. The detail of the key projects I have delivered and managed are attached but in summary they are: • Efficient Expenses & Travel • Spirax Finance Operating Model • Cost Benefit Tracker • Planning Software Project • Fleet Management • SharePoint• Operational Excellence  Group Oil & Gas Finance Business Partner – whilst undertaking my Financial Projects role I was asked to support the newly appointed Group Oil & Gas Director in the creation and implementation of their strategy as well as development of a suite of management reports to assess how well the Global Operating Companies are tracking against it. In addition I provided Business Plan support through providing challenge to the Group Oil & Gas Director and assistance in the preparation of the Plan report and presentation to the Divisional Director, Group CEO and CFO.Due to the diverse nature of the role, it was a challenge but one that I relished and embraced.

The Engineering Team are set up to support the nPower asset portfolio and wider RWE Group Companies. My main responsibilities included: Management of a team of eleven members of staff including two Senior Qualified Accountants and one CIMA studier. The team was split across two locations, Swindon & Leeds giving excellent experience of successfully managing a team remotely. Support the reorganisation of Engineering. During my time in this role both the Finance Department and the Engineering Department were restructured. This led to the requirement to find efficiency savings throughout the organisation. To support this goal, internal charging for engineering time between departments has ceased and the Task Tracker system, used for reporting, was simplified. This project required me to manage a working group spanning both Engineering and Finance and took 3 months to complete. The success of this project was widely presented throughout the Company. Control improvements. I developed the Month End processes within the Swindon Team to ensure all monthly manual postings are reflected in the ledger and no adjustments are made in RACE, our consolidation tool. This led to greater accuracy improving month end reporting. Supervision of the monthly reporting suite. The team produce various Senior Management reports on a monthly basis. These are produced for both finance and non-finance customers.  Presenting financial results to the Engineering Director and Senior Management Team at the monthly Key Performance Indicator (KPI) Meetings.  Management of the short-term and mid-term business plan process for Engineering. Quarterly RPI Reporting. Consolidating UK external business results with the RWE Germany equivalent. The report was compiled for the Chief Technical Officer for them to present to staff at the Quarterly Briefings.