Alastair (Harry) Hawes Email & Phone Number

Financial Control

Finance Consulting / Interim Finance DirectorFinancial and Operational Due DiligenceCash and Debt ManagementStock ManagementSystem and Process Reviews

– Turnover of £9m with 12 staff. Sales, Marketing, Distribution and Brand Enhancement – based in Edinburgho Identification and reconciliation of Balance Sheeto Review of Operational matters of Business – this involved - Identifying the profit streams and determining their contributions- Determining the contractual status of the various profit streams- Terminating the loss-making business areas - Assessing viability of any new business- Analysis of cost base and staffing levels • Carried out role of Interim Finance Director whilst involved with business, this involvedo Cash flow management – cash flow issues arose due to trading losses- Maintained trading relationships with key suppliers to allow the company to trade through the period of Due Diligence- Managed to keep the company trading 6 months longer than first anticipated once the Due Diligence exercise was completedo Debt Management – key part of maintaining cash flow- In period of responsibility we achieved a reduction in the Debt Book from £1.7m to £0.6m through implementation of Credit Control systemo Cost Reduction – managed the amalgamation of the responsibilities of four staff – the Office Manager, part-time Customer Service administrator, Receptionist and Credit Controller - within those duties of the remainder of the team.- Resulting in £90k per annum cost saving

Furniture retail company, operating from four sites around Scotland, with turnover of £16m and 130 staff. • Finance Functiono Automation of manual systems to provide timely and accurate informationo Production of monthly Management Accountso Implementation of Forecasting and Budget control process• Stock Managemento Categorisation of stock – new, sold not delivered, return to manufacturer, ex-display – along with Buying controls – resultant reduction of £1m of stock • Cost Controlo Centralisation of group contracts – improvement of service levels o Reduction in staffing as a result of automation – finance department – 3 staff fewer – saving of £50k per annumo Consolidation of warehousing – saving of £200k per annumo Improvements in Warehousing and Distribution – resulting in reduction in staffing, overtime and number of lorries – saving of £100k per annum• Customer Serviceo Implemented processes and basis of measurement – resulted in a reduction of outstanding complaints from over 1,600 to less than 400 complaints• Sales and Marketingo Implementation of Sales targets for stores and sales staffo Measurement of footfall and penetration figureso Review of performance and standards at store levelo Resulted in sales effectiveness rising from 8% penetration to consistent levels in excess of 15%• Health & Safetyo Initiated and Managed Health & Safety process• Company Secretarial responsibilities for three group companies• Cash flow and Capital Expenditure controlo Managed Capex budget in excess of £1m during re-structuring of businesso Maintained cash flow through this period of re-structure• Re-structuring of Businesso Managed the Relocation of the Edinburgh store, the Head office function and the Warehouseo Integration of Vogue business model with Sterling business model – upon purchase of Vogue by Sterling

Motors Holding - Joint Venture department of Vauxhall Motors responsible for Dealer Development. Portfolio of over 30 investments, total investment in excess of £75m, combined turnover in excess of £500m, across the UK.• Responsible for ensuring Vauxhall had a balanced franchise representation in UKo Identification of potential changes in franchise owners – retirement or poor performanceo Identification of high calibre joint venture partnerso Acquisition of new dealerships and starting up new Joint Ventureso Expansion opportunities for existing Joint Ventures• Non-Executive Director role to monitor performance of existing Investments• Management Consultancy role for poor performing Investments• Identification and Implementation of Exit Strategy in certain cases• As Senior Investment Manager there was additional responsibility to train and develop new team members

Over 20 Motor dealerships covering several different franchises across the Central Belt of Scotland, combined turnover in excess of £100m with about 300 staff.• Financial Controller for the Vauxhall franchises (2 dealerships) and one Daihatsu dealership• Acting Dealer Principal of the Vauxhall franchises - still carrying out the role of Financial Controller• Assisted with Due Diligence work of several potential acquisition targets• In late 1996 it became apparent that there were serious problems within the financial reporting structure of the Edinburgh region (8 dealerships and 1 bodyshop). As a result the owner of the business asked me to identify and resolve the problems• My findings ultimately determined that profit had mistakenly been reported as significantly higher than actually achieved• Made Acting FD for six months whilst the company recruited an experienced FD

Big 4 Accountancy practice in Edinburgh• Progressed through my training contract to become an Audit Senior• Responsible for managing audit teams and control of budgets

Ca, Accountancy And Finance

Post Graduate Diploma In Accounting, Accountancy And Finance

Bsc, Biological Sciences

Activities and Societies: Edinburgh University RFC

Education record