Helen Butler Email & Phone Number

Tynemouth, Gb

Newcastle Upon Tyne, England, United Kingdom

Working with businesses (large and small) to help establish efficient business operations so that they're able to focus on driving sustainable growth. Providing coaching, training and 1-1 consulting services.

Newcastle Upon Tyne, United Kingdom

Reporting to the Operations Director; led the strategic direction and management of operational shared services. Developed and delivered the Shared Services Organisation Design and strategic roadmap for growth. Performed an as-is assessment of the existing operations, including People, Processes and Systems versus the company strategic plan and industry best practice.

Newcastle Upon Tyne, United Kingdom

Reporting to the Director of European Finance Operations; led the development and roll out of the vision, mission and cultural transformation plan for the European Finance Shared Service Centre. Set roadmap for transition and operational delivery of European P2P activities.

Bradford, United Kingdom

Responsible to the Director of Shared Services for leading the strategic vision for the organisation with a key focus on efficiency and value add whilst providing guidance to the Liberty Global group on the development of a group wide Shared Services organisation.● Developed and led the strategic vision for the multi-functional Shared Services, across Finance, HR, Claims and Insurance, with a key focus on efficiency and value add● Delivered to scope, time and budget the outsourcing of 150 roles across all functions to a supplier delivery partner model; realising a reduction in cost of £2m per annum● Developed, and had approved, a comprehensive business case for the development of a European shared service centre for Liberty Global (parent company) applying the offshore/UK model . Led initial workshops with senior stakeholders; delivering an agreed phase 1 plan to transition central finance activities from Netherlands

Responsible to the Director of Accounting Services for the strategic planning, operational delivery and implementation of improvement activities across a £3bn Accounts Payable Ledger.● Designed and implemented a new operating model for the function to address operational inefficiencies which delivered a reduction of staff costs of 25% whilst maintaining service levels.● Implemented a transformation programme to increase efficiency across the P2P process through increased automation and process redesign, working closely with Procurement, IT and Stakeholders, delivering realised savings of >£500k ● Support the redesign of the Virgin Media cash management process to enhance supplier payment terms and visibility of liabilities to support improved cash forecasting and working capital.

July 2009 - July 2010 : Finance Transformation (ACCA): Finance Improvement project with specific focus on the provision of finance information; cost awareness; financial control weaknesses; capability of Finance personnel; discipline around data recording and accessibility of data to ensure it provides meaningful informationMarch 2009 - July 2009: Reporting & MI Business Requirements (Vodafone): Reporting & Management Information workstream lead responsible for the production of a comprehensive Business Requirements document; articulating the business’ future reporting requirements, and a Solution Framework document providing a high-level overview of how the proposed application would fulfil the business requirementsJan 2009 - March 2009: SSC Off-Shore Transition (Internal): Process workstream lead for the off-shoring of finance processes to a Near Shore Shared Service Center in Poland to support the delivery of key objectives for financeOct 2009 - Dec 2009: SSC Location Analysis (Brightpoint): Production of a due diligence report providing a recommended location for a new shared service centre. Key activities included the organizing of site visits for the client across four potential European location, co-ordinating with various investment agencies and ensuring adequate information was established to enable qualitative and quantitative analysis to be performed.

Part of a transition team responsible for the relocation of finance processes to the UK from India. - Management of team of finance analysts- Responsible for monthly completion of Payables, Fixed Assets, Intercompany and Payroll reconciliations- Management of Fixed Asset, Sales Ledger and INtercompany billing processes and associated process improvements

Durham, United Kingdom

Part of the Shared Services Leadership team, the role covered many areas of responsibility and business activities, including: - Business Development for the service centre including managing the transition of secured new business into service centre, identifying identifying business transformation required and ensuring a clean integration - Successfully managed the integration of a new global SAP system for 200+ A&F users across 6 UK and 1 European location. This included identification and management of key risk and issues, co-ordination and execution of testing and training plans and all aspects of business transformation identified from the move to standard global processes.

Durham, United Kingdom

Role incorporated a variety of areas including: Managing a team providing banking services to Siemens Operating Companies; owning the client relationship with bank , identifying and implementing process improvement opportunities for team; SOX compliance; and managing both customer and employee satisfaction scores for department. - Inherited control of a profit-centre based departmental budget that had been struggling to make a profit in previous 2 years. Implemented expenditure controls, established a reduced tariff for bank charges and introduced more appropriate charging to customers for services provided resulting in a profit margin of > 28% being achieved within 12 months. - Managed the amalgamation and subsequent restructure of 3 banking functions whilst increasing the employee satisfaction score of the department by 10%, to a best-in-class 80% through a successful change management approach.

Newcastle Upon Tyne, United Kingdom

Accounts Payable Operations (Morocco): March 2003 – July 2003Accounts Payable Support & Training: August 2002 – July 2003Responsible for a team of 4 Business Support specialists giving assistance for business and technical processes, across 10+ legal entities and 5+ SAP accounting systems, in the EMEA region (c400 users). - Led the co-ordination and roll out of the first training and qualification programme for EMEA service centre AP organisation (150+). Following the success of the programme it was subsequently used as the benchmark by the Global AP team when establishing a global training programme. - Successfull management of pilot project for the implementation of SAP R3 Imaging workflow to streamline invoice-handling process providing an efficient tracking & escalation mechanism. March 2003 seconded to Morocco to support an unstable and complex project to transition the AP function into the UK Shared Service Centre. - Quickly adapted to foreign environment, adhering to the Moroccan legal requirements as well a review of the end-to-end P2P process and implementation of a comprehensive range of policies, procedures and internal controls which had not previously existed. - Established monthly stewardship reviews with stakeholders to drive out inefficient processes and enhance the relationship with the local organisation. The collaboration enabled bottlenecks to be addressed and saw significant improvements in the end-to-end Purchase-to-Pay process.

Newcastle Upon Tyne, United Kingdom

Accounts Payable Supervisor: September 2001 – August 2002Responsible for stabilisation and subsequent improvement of Accounts Payable processing following the transition of work from Belgium to the Newcastle based Service Centre. - Integrated Belgium Accounts Payable function into EMEA Service Centre and through transformation programme increased payment on time figure by over 60% to 82% in just 6 months. - Significantly improved internal control rating through delivery of staff training, root cause analysis, process improvements and collaborative fixing of issues with Belgium operation.Invoice Clerk: October 2000 – September 2001