Jas Gill Email & Phone Number

Leeds, West Yorkshire, Gb

Ormskirk, Lancashire, Gb

Working alongside entrepreneurial MD and supporting business growth worldwide on both strategic and 'hands on' levels. Leading in the areas of planning, budgeting and forecasting, cash and working capital management, restructuring, governance, cost control, risk management. Supporting In implementing commercial initiatives to aid business growth and profit improvement.

Oldbury, Gb

• Re-structured Finance, Operations, Commercial, IT and HR teams• Implemented new reporting including budgets and MI, to include KPI and benchmarking resulting in more focus and greater visibility of performance of sales, margins, costs, productivity and working capital• Introduction of improved governance and professionalism through improved controls, communications, team development, authorisations procedures and policies across the whole business• Managed contract negotiations with customers and suppliers• Managed first business stock take in over 10 years• Established and strengthened relationships with business advisors (Auditors, Insurers, Banks, Legal etc) and successfully transitioned the business from local to 'Big 4' Audit firm• Leading new ERP IT implementation • Implemented ‘Cash is King’ culture, raising profile of contrasting supplier and customer terms and areas of cash leakage resulting in improved free cash flow of over £2m• Improved focus on gross margin by developing trackers for rebates, stock write-offs and product and customer analysis• Created strong team ethos across the business departments

Operating as Interim Group Finance Director reporting to the Chairman and advising the Board on the strategic direction of this last mile logistics business. Combining a strong mix of technical finance knowledge with broad commercial expertise, leading and directing the global finance teams whilst supporting and empowering the wider business. Core project deliverables are: • Focus on the strategic initiatives of the business; assessing market opportunities and growth potential but also assessing existing areas of the business to ensure efficient financial management. Implementing strong financial governance, reporting, controls and close management of cashflow. • Creation of high performing finance functions in each region; ensuring the country leaders and their teams have the right qualifications and have stretching individual performance targets. Set the performance bar high and ensure YOY improvements. Responsible for making Group finance decisions that positively affect more than one country.

Sheffield, South Yorkshire, Gb

• Transformed the business from making a £1.5m loss to reaching breakeven by improving standard processes, implementing continuous improvement and honing operational efficiencies and agility.• Improved production capacity by 30% by revamping and aligning warehouse shift patterns both at head office and at branch level by reviewing the whole supply chain to meet increasing customer demand, including the use of six sigma methodologies.• Contributed to the acquisition of Kent Flooring, a £10m-turnover competitor, by analysing the financial statements conducting due diligence and integrating these into the core business to achieve synergies.• Reduced working capital by 19 days, leading to improved cash flow and balance sheet ratios by reducing aged debtors, negotiating longer payment terms and improving stock turnover by 15 days.• Improved stock turn from 90 to 75 days by introducing bi-annual stocktakes, implementing perpetual checks, reducing stock losses by £750k and producing better forecasts to order lower minimum quantities• Managed the transition from PLC subsidiary to PE ownership, by ensuring turnaround of a loss-making operation into a profitable enterprise, providing financial stability, governance, control and leadership of a team of seven direct reports and 45 staff. • Increased supplier income by £250k per annum by rationalising the supplier base, increasing supplier settlement values, improving rebate opportunities and negotiating lower prices and promotional spend.• Lowered Month 3 and 4 debts by £2m by restructuring the Credit Management Team to provide best-in-class service, implementing new systems and processes and renegotiating shorter payment terms.• Implemented operational procedures manual resulting in greater business synergies and controls, monthly compliance audits and embedding continuous improvement culture.

Sheffield, South Yorkshire, Gb

• Promoted to manage a new Division to incorporate Energy Management, Air Trade Centre, ICE Energy and Middle East to ensure financial governance, support future growth and manage 7 Direct Reports.• Increased Return on Sales from 2% to 4% by implementing a gross margin growth strategy and cost management controls, introducing value added products, consolidating the number of locations and divestment of a business entity.• Achieved IFRS and UK GAAP standards by integrating reporting and finance policies for European Businesses with UK requirements and mitigating risk collaboration on European Transfer Pricing.

Sheffield, South Yorkshire, Gb

• Promoted to support the growth of the business, provide financial governance and controls, create and develop a new financial strategy and design and develop a new IT system.• Improved Aged Debtors from £1.8m to £100k by implementing “Cash is King” Culture, introducing quarterly reviews, organising an Annual Conference and creating the “Premier League Table”.• Increased Bank Balance by over £19m and improved Bank Interest by £704k by efficient working capital management, managing aged debtors, negotiating better payment terms and enhanced stock rotation.

Sheffield, South Yorkshire, Gb

• Appointed to integrate a number of acquired businesses, manage the transition, relocate 6 locations into one, centralise all IT systems and manage a team of 8 Direct Reports and 65 Staff.• Improved operational performance to include sales growth from £6m to £25m, improved productivity of 25% resulting in an additional £250k in profit and gaining 6 working days with faster stock takes.

Leeds, West Yorkshire, Gb

• Appointed to prepare management accounts for the Midlands Division, to report the information to the Group Financial Controller, to present the information to the MD and analyse the results.• Saved £80k in Labour Costs by successfully centralising the accounts function to form a divisional structure by implementing standard reporting processes, setting KPIs and driving efficiencies.

Bachelor Of Arts (Ba) Hons, Accounting And Finance

Lean Six Sigma (Green Belt), Management And Operations

Acma, Gcma