• Led the global commercial financial planning process and monthly financial reporting, working closely with management across 60 countries (2023: £385m revenue) to drive performance.• Led and developed a team of highly skilled FP&A professionals across Europe, building the team from scratch following reorganisation of the finance function.• Key member of the Sales and Finance Leadership Teams and primary business partner for the Global Sales Director.• Drove delivery of strategic 5-year business plan, optimising business performance to deliver margins of greater than 22% in 2023, a 7% improvement in operating margins since 2017.• Improved internal controls assessment rating by 13% from average 65% in 2017 to 78% in 2023 across 22 entities.• Key finance team member on multiple M&A processes including successful £110m acquisition, profitable sale and disposal of non-core unit and provided financial analysis to avoid overbidding on £200m process.• Finance project lead for Salesforce.com implementation and finance subject matter expert on digital transformation activities including implementation of Power BI Data Analytics.• Responsible for the design and restructure of the commercial finance function across Europe, impacting 50 roles.• Led finance team that received the divisional integrity award at 2021 sales conference.

• Responsible for divisional financial control, financial planning and analysis (FP&A) and financial performance for European region (2017: £249m, 83% of divisional revenue) across twenty-two countries and twenty functional reports.• Implemented and deployed standardised forecast pack, allowing for detailed analysis and executive level insights to drive decision making, radically improving the quality and accuracy of forecast submissions.• Oversaw successful JDE ERP implementation across 22 sites, driving standardisation and improving internal controls.• Awarded divisional collaboration award for sales (April 2019) and IMI Plc award for financial integrity (June 2019).

• Responsible for financial reporting process and analysis for the merged SITA OnAir aircraft connectivity business (2016: $255m).• Designed and implemented a change in group reporting from a simple cost centre structure, to a functional organisation matrix focused on product profitability.• Led collaborative budget and three-year plan process for the SITA OnAir business, addressing significant growth for both cabin (21%) and cockpit business (6%).• Accelerated month end closing by one day in both 2016 and 2017 through continuous improvement, leveraging system and process efficiency.

• Responsible for all financial aspects of the OnAir inflight satellite connectivity business including controlling, FP&A, treasury and statutory filings.• Developed driver led business model in collaboration with marketing and product teams, allowing in depth but simple analysis of budgets, forecasts and long-term plans.• Played a key role in the merger of the SITA Aircom and OnAir business lines into the SITA OnAir business segment (combined $234m 2015 revenue), ensuring smooth operations.• Ensured robust financial stewardship to transform OnAir from a loss making start up supported by shareholder funding to a profitable cash breakeven business.

• Managed financial stability and operational continuity in an organisation undergoing rapid growth (2012 revenue of $18m growing to $56m in 2015).• Assumed responsibility for an underperforming finance function with zero hand over, and delivered rapid and complete turnaround in financial service and team performance.• Achieved clean audit opinions in all years and managed change in audit firm from Deloitte to PwC in 2015.• Managed change from Airbus and SITA joint venture to fully owned SITA subsidiary.• Responsible for successful Oracle ERP implementation overcoming inherited design flaws.

• Responsible for all financial aspects pertaining to oil trading and shipping for twenty reporting units across six business clusters (2011 revenue of $23.3bn).• Designed and implemented a restructure of the Commercial Finance, Back and Middle Office functions delivering significantly improved operational performance.• Led a cross-functional team dedicated to analysing and improving business performance.• Key member of the team that has managed the insolvency process following the withdrawal of $2bn in lender funding.

• Responsible for submission of divisional IFRS results at six clusters (2011 revenue of $23.3bn).• Designed and implemented P&L analysis process providing greater results accuracy and management understanding of underlying business performance.• Developed automated FIFO & LIFO accounting model for inventory (av. $2.4bn asset value), reducing financial close by two days and improving controls and valuation accuracy.• Improved FX exposure reporting and hedging process from realised to a price/risk basis, managing average $25m exposure across EUR, CHF and GBP.• Optimised cash forecasting process to improve accuracy and better meet business needs.

• Responsible for reporting financial performance across European oil marketing business (nine sites, $9.9bn 2009 turnover).• Developed management reporting process, focused on explaining underlying business performance drivers to management.• Established a pan-European budgeting process at the gross margin level, allowing better expectation management, resource allocation and investment decisions.• Provided support and analysis for various technical accounting and commercial issues to the local country controllers.• Led a project to improve working capital through reducing trade receivables by $100m (10%), managing margin versus cash flow trade-offs with relevant stakeholders.

• Responsible for monthly and quarterly submission of BP Oil UK Limited statutory and management results under IFRS (2007 revenue of £13.5bn).• Led operational relationship with the Lisbon shared service centre for transactional accounting.• SOX controls ownership, obtaining clean Internal Control review of close procedures.• Supported the disposal of the Coryton refinery to Petroplus Holdings AG in a $1.4bn sale.

• Led statutory client audits, delivering assurance and value add business advice across diverse business sectors and scopes.• Preparation of client statutory financial statements according to UK GAAP, ensuring timely and correct filing with authorities.• Provided client service activities including Corporation tax return preparation, reconstruction of financial data from missing records and VAT review.• Led implementation of an IFRS template for an early adopting UK firm.

• Supported statutory client audits and preparation of statutory financial statements.