PlaytoWork is a HR-tech platform (scale up) that delivers vocational level applicants to company. At PlaytoWork I created a financial plan and based on that the KPI dashboard for the different departments and subsequently a datawarehouse. Based on this data framework, pivoted the company to a succesfull business model and identified the most profitable market segment to focus on. In a data driven way services were being delivered and revenues grew with 1400% in three years. Further responsibilities: • Managing IT. Built datawarehouse. By combining data from different systems, created unique data set used to improve service delivery and exceed expectations of the customers. Worked with PowerBI and SQL.• Raised equity and debt funding. Responsible for investor reporting.• Developed innovative dynamic pricing model.• Managing day to day finance admin processes. Streamlined and automated processes and reduced required finance admin FTE with 50%.• Managing HR and Legal.

• Account Manager for Lycamobile (largest MVNO in the world). Renegotiated a two year contract extension and ensured delivery of new services. • Developed new MVNO service proposition, allowing for O2 to be able to service "smaller" size MVNOs. With this service proposition won China Unicom and Truphone as new MVNO customers.• Owner of commercial and contractual relationship between Telefonica, Tesco & Tesco Mobile (UK largest MVNO with over 4.6m customers) ensuring that all parties deliver against their respective contractual obligations and work with Tesco, Tesco Mobile and Telefonica organization where contractual obligations were not met.

• Finance Manager responsible for supporting sales in winning outsourcing bids, sized between €6m to €65m. Responsible for developing the business case, pricing model, risk register, terms and conditions, achieving approval in internal governance and negotiation of terms and conditions with the customer. Considered by sales as exceptionally good at very quickly modelling the structure of the bid, allowing them to develop a winning solution.• Responsible for financial management of IT outsourcing agreement with EE towards (largest UK mobile operator). Contractual scope included network, desktop, data-centre and application operations. Ensured appropriate administration of all supplier invoices and contracts (€30m annual value). Maintained three year financial model, used to scope the transformation program of the EE IT department and to forecast the charges (over €100 million annually).

Responsible for increasing the profitability of Telefonica O2’s roaming products by negotiating price discounts with foreign network operators around the world.• Managed team of 5 FTE (commercial managers and financial analyst) in the UK and a virtual team of 15 FTE (commercial managers and financial analysts) accross O2 Group operators in Ireland, Germany and Czech Republic.• After takeover of the O2 Group by Telefonica, became responsible for integration virtual O2 team into Telefonica Group. Resolved integration challenges with establishing a dedicated Telefonica wholesale entity in Munich. Managed to convince Telefonica board to establish based on both commercial and tax argumentation. A global Telefonica unit was established with several hundreds of millions euro revenue and costs savings targets.• Negotiated multimillion euro strategic partnerships between Telefonica Group and T-Mobile Group, KPN, AT&T, China Mobile and Etisalat.• Established and implemented standardised data driven partnership negotiation process across Telefonica Group

• Developed multimillion euro partnerships with AT&T, T-Mobile Group, Orange Group, KPN, Singtel and Airtel (India).• Implemented Traffic Steering programme to ensure the 15 million O2 customers would connect to the foreign network operator with the best services (and prices) while travelling abroad.• Set and owned the wholesale roaming pricing strategy.• Developed data warehouse to identify opportunities for performance improvement and be able to accurately forecast revenues and costs.

Developed wholesale financial planning model and KPI dashboard. Models and data used to identify and prioritize commercial opportunities.Became specialist in understanding the business impact of wholesale telecom regulation. Used that understanding to optimize Telfort wholesale pricing strategy and negotiate favourable access terms to KPN wholesale network. Created over €20m in annual value.Led on internal projects to deliver new wholesale functionality.

Modelled Telforts' 5-year financial business plan, which was being used by the board to acquire shareholder funding. Developed company's KPI dashboard and delivered monthly KPI dashboard.Financial modelled new business initiatives. Models used by business owners to scope their initiatives and used to advise the board on whether or not to invest in a new business initiative proposal.

Co-responsible for implementing a general ledger treasury module in ABNAMRO branches in Indonesia, Kenya, Poland and Singapore. Designed the general ledger entries for local treasury products and developed reports meeting local regulatory requirements. Provided system training at the local branches.