CFO & Head of Family Office

In his role as head of corporate treasury Ian has responsibility for the 3 international treasury hubs delivering commercial treasury advice, global cash management, intercompany funding, foreign exchange risk management, trade finance and regional banking support.

Internal Treasury Consulting role with a commercial focus developing and implementing Treasury solutions across the Group covering FX, Cash Management, Corporate Funding & Structuring and Acquisitions

Head of Treasury Accounting and Control function managing a small team of 4 direct reports and reporting to main board level directors. The position involved- Forward looking planning of accounting (IFRS7 and IAS39) / industry issues that would affect the department- Driving and implementing internal, cross-border funding strategy- Ensuring Treasury systems and compliance controls fit for purpose-Reporting and forecasting group interest position- Ensuring all Treasury related profit and cash actual, forecast and variances are communicated to Group Finance effectively and efficiently- Derivative accounting, forecasting and control- Ensuring sufficiently trained personnel are in correct roles

Looking back, this is the role that has had the biggest impact on my career to date. Having responsibility (albeit only briefly for 5 months on an interim basis) for the entire 24/7 manufacturing facility and everything that goes with that role continues to make most other challenges I have faced in my career seem like a walk in the park. Without doubt this was only possible with the help of the team around me, however the resilience and prioritisation skills I developed over those 5 months continue to help me in my current roles. It is too easy to spend an entire career in finance and believe you know it all and this role helped me open my eyes to that. The role focused on the day to day challenges facing a modern manufacturing facility such as Supplier and sub contract management, Priority scheduling, Managing a large team of direct reports, Machine and tooling breakdowns, Employee issues, and Immediate results pressures.

In this role I was lead finance for the Turbine Blade Manufacturing Facility in Derby. The main focus of the role was increasing the efficiency of the factory to meet increased demand while retaining the same (or lower) fixed costs. My main responsibilities and accountabilities were New product introduction planning & costing, Offload / Inload decisions, Load and capacity planning, Budgeting and Forecasting, Actuals reporting, Product cost reduction and Self Directed Teams (SDT) management