I led the Audiology business, operating franchise joint ventures in over 900 locations throughout the UK and ROI. This included the development of the customer proposition and strategy for both NHS commissioned services and private customers, and, engagement and inspiring the joint venture franchise partners in the strategy in that strategy. Role included leadership of the support office team, re-launch of own brand hearing aid range to become the market leader by volume in the UK, and full P&L accountability.

Promoted to broader role and responsible the Northern European region (four Nordics markets plus Netherlands), comprising over 500 joint venture franchises, at the Group Board each month. Reporting to the Global Chief Commercial Officer, I chaired the Northern European Board.I was accountable for the five in-country management teams, strategy development and execution, change programme management, Finance, IT, Business Development, Franchise Partner Recruitment and Development, Legal and HR.Led transformation programmes in Netherlands for both Optician and Hearing businesses, restructuring the customer proposition and economic model to deliver volume and profit growth well ahead of market levels.

Asked by Board to join leadership tasked with transforming store performance in the four Nordic markets of Denmark, Sweden, Norway and Finland.Initially I had functional accountability for all aspects of existing Finance and IT across the region and the development and implementation of a 3-year strategy to deliver sales volume and market share growth, as well as returning franchisees to consistent industry beating profit performance. As these goals were delivered and the Finance and IT teams were transformed, my accountability broadened to include accountability for approval of all changes in franchise partnership and approval of new stores.

I had responsibility for the Group finance and Risk functions as well as overall accountability for setting the direction and overall strategy for the Global Finance organisation. Leading a team of over 200 individuals across finance. This incorporated Group Finance teams of including FP&A, Financial Reporting and central commercial finance, and, providing income generating finance transaction and reporting services to over 2,000 UK, ROI and Netherlands franchisee legal entities. I led the supplier selection process as well as the implementation programme of a new reporting systems (Hyperion) to improve accuracy and speed of the accounting process, and restructured the transaction services department reducing cost whilst improving service.

Led the commercial analysis function, financial planning and forecasting, was business partner to the Group directors of International, UK Trading, On-Line, Retail and Global Sourcing to drive progress and performance, and influence strategy through improved analysis and understanding of the business. Re-structured and led team of 25 across offices in UK, India, China and Hong Kong to provide best in class commercial finance support.Accountable for all aspects of Commercial Finance, including market analysis, budgeting, forecasting and capex appraisals and reviews.Director of ELC US Inc – a new wholesale subsidiary that I proposed to Group Board and whose sales exceeded £1m in the first year. I represented Mothercare on International retail JV businesses we established in India and China during this period. Worked with struggling international franchise partners to develop a new business plan with a linked repayment schedule, which they wholly fulfilled.

I joined Mothercare as it gave me the opportunity to gain significant international experience, initially as the Head of Finance for the International Director, and, the Group Sourcing Director. At that time the International business had annual retail sales of £170m from 37 countries, and the Sourcing business provided 40% of all products to the global business, with offices in Manchester, Delhi and Tirapur. I led a Finance team for each business with a total headcount of fifteen.Led the integration and optimisation of the Sourcing Finance processes and reporting by moving the function from Manchester to Hong Kong, Shanghai and Bangalore. This included recruiting and establishing the finance team in each location, providing ongoing leadership and all aspects of finance support.Commercial Finance lead for establishing Mothercare's first international joint ventures in China and India. In both cases develop and negotiate agreement to the three-year commercial plans, coach the local management team and ensure appropriate financial controls are in place and drive value creation in a three-year time period. Carried out all aspects of the due diligence for the acquisition of ELC international business. Total transaction (including UK business) value was GBP85m. Tax optimisation – worked with our advisers to develop tax strategies that optimised Far East tax corporately through effective withholding tax strategies.

Led team of 6, accountable for producing and presenting the summary of performance and actions required to the CFO and CEO every week. Accountable for managing the annual strategy plan process for Asda, working with the CEO, Commercial Finance Director and CFO to ensure robust plan to deliver customer and financial aspirations developed and presented to Wal-Mart. Led the process for the annual budget and quarterly forecast with Wal-Mart and the Asda Board, preparing the presentations for the CFO.

Work with the trading teams to deliver product options for stores maximising the commercial opportunity (consumer choice, sales, profit, availability, space utilisation and ease of implementation of Non-Food categories in Asda. Led team of 25.

Finance business partner for MD and Buying and Merchandising Director, and delivering all analysis, reporting, forecasting and budgeting.Initiated and monthly sales and stock maximisation meetings for each clothing category, supporting and challenging the Buying and Merchandising Director as George started the “fast fashion” concept to the UK market. This then enabled identification of over or under committed departments, highlighting further sales opportunities and addressing any risks.

Part of a team of three that gained approval from Board to launch a Laser Hair Removal service, and then led all aspects of pricing, recruitment, training, laser equipment procurement and finance for the successful launch.

Development programme whilst taking CIMA exams, with placements in Group Internal Audit, financial control at Do-It-All, and performance reporting at Boots The Chemist.