Responsibilities:• Generate improvements to global management of partnerships with companies, foundations and the public sector.• Design and implement a project to improve the use of Salesforce to coordinate, manage and increase the productivity of partnership relationships.• Secure global leadership support, increase user adoption and transition the platform to an enterprise-level governance structure.Achievements:• Identified business requirements from diverse stakeholders and brokered consensus on the priorities of the project.• Achieved high visibility and support for the platform with the global Executive team and it is now recognized as a key enabler for achieving strategic objectives relating to partnerships.• Implemented structured governance for the project with continued alignment across functional teams, delivered planned technical developments, improved engagement metrics, designed future ‘steady state’ for ongoing governance and development.

Responsibilities:• Provide financial leadership and guidance to the charity as a whole, in particular the finance team, Senior Leadership Team, the Board of Trustees and its sub-committees.• Lead on internal and external reporting, cash management, budgeting and forecasting, internal and external audit, financial controls, risk management, regulatory compliance, financial planning and modelling, contract review for financial and regulatory risks, transfers to implementing partners and grant management.• Contribute to Executive Team discussions on strategy development and alignment with global UNICEF strategy.Achievements:• During a period of significant growth in the income of UNICEF UK, I increased the efficiency of the finance function and adapted the control and governance framework to manage the increased size and complexity of the charity (e.g. establishing an Audit & Risk Committee and an outsourced internal audit function).• I led on the successful management of regulatory matters with the Charity Commission and Information Commissioner’s Office arising from changes in guidance and regulations around fundraising practices and data protection.• I developed a finance team who are regarded as trusted business partners, and I built a personal reputation as a level-headed and pragmatic problem solver.

I led the finance function through a period of change to increase the team’s capabilities, efficiency and reporting. I strengthened collaboration with the HR team and took responsibility for payroll and pensions into the finance team. I was a member of the core team contributing to strategy setting, operational planning and budgeting. During this period, I became the chair of the corporate risk management group and embedded risk identification and mitigation more explicitly within the planning processes. I was responsible for the preparation and submission of the statutory accounts (compliant with Charities SORP), and submission of returns to regulatory bodies including the Charity Commission, Companies House and HMRC.

Short term contract to support the charity’s activities in the Ukraine, in particular securing $70m funding from the Global Fund for AIDS, Tuberculosis and Malaria in conjunction with partners in Ukraine including the Ministry of Health, groups representing people living with HIV/AIDS, local NGOs, community based groups and faith based groups. Also supported the charity’s work in Myanmar and Nigeria.

Audit manager specialising solely on charity clients, including UK and international charities. Managed the peer review process of all charity accounts audited by KPMG. Delivered training to KPMG managers and partners in the UK who were responsible for charity audits, covering SORP accounting and audit risks associated with charities. I drafted KPMG’s response to the Charity Commission consultation on SORP 2005.

Audit manager with a portfolio of primarily charity and further and higher education clients, with some corporate audit clients. I was responsible for ensuring compliance with auditing standards, management of audit teams and review of their work, reporting to the audit partner and my clients. Relationship management was key to this role to ensure client satisfaction. I was also a member of the firm’s technical compliance group. Additionally, I managed and mentored trainee chartered accountants in their professional development and to complete their professional qualification.

Chartered accountancy training contract at this three partner London practice. My role included a wide variety of responsibilities, including audit, tax, company secretarial and bookkeeping assignments. My clients included sole traders, partnerships, television personalities, limited companies and charities.