Advisor and Non-Executive Director specialising in Invoice Finance and SME finance and supporting industries, including Supply Chain Management, Embedded Finance, Buy now pay later and invoice finance including with a Fintech start up, an established and growing independent provider and a debt assessment and collection company.Consulting Director and Subject Matter Expert in Invoice Finance in Finativ the business services and strategic advisory group. Highlights include setting up an invoice finance facility for a multinational company.

Responsible for all commercial activities of UK Finance the trade body representing banks, invoice Finance providers, credit card companies etc. Membership targets were exceeded, and the range of membership extended to include Fintechs, Card Acquirers etc.Member of UK Finance’s Management Committee, Membership Committee and Thought Leadership Group

Managed the team representing the interests of Banks and Invoice finance providers with government, regulatory bodies and other stakeholders. Member of Management Committee – overseeing the functions and performance of UK Finance for its members.Member of the Management Committee of Uk FinanceRepresented UK Finance and the UK invoice finance industry on the Executive Committee of the EU Federation of Factoring and Commercial Finance

The ABFA was the trade and regulatory body for Invoice Finance and Asset Based Lending in the UK and Ireland - an industry which in the year ending December 2017 enabled sales for its clients of just under £300bn and provided funds at year end of £22bn. The CEO was responsible for all aspects of the ABFA's work including Government Affairs and Communication, Education, Events and of course Member relations.Oversaw the successful integration of the ABFA into UK Finance with the British Bankers Association, the Council of Mortgage Lenders, UK Cards, Payments Uk and Fraud Action UK.Worked with members and the Professional Standards Council, to ensure the effective working of the Code of Conduct and Standards Framework for invoice finance providers.Industry education and training was provided by the ABFA with a combination of distance, online and face to face learning. A complete overhaul took place during my tenure.Committees included, Legal and Technical, AML and Compliance, Operations, Asset Based Lenders and Invoice Finance.Member of the Executive Committee of the EU Federation for Factoring and Commercial Finance the EU Factoring trade body.

Invited by former partner at IGF to assist in development of risk and client management areas of Gener8. Took an investment in this growing small ticket invoice finance company which was realised in May 2017.

Credit Agricole Commercial Finance Limited - January 2007 to December 2011Head hunted to replace the previous Managing Director. Inherited a business which had no clear identity in the market and no clear vision of where it should be heading or how it should get there. I identified where it needed to go to achieve shareholders’ expectation and how to get there.Responsible for every aspect of the business including and especially the development and growth in the UK of this Credit Agricole subsidiary, reporting through to Eurofactor SA in Paris. There was no Credit Agricole distribution network in the UK and so development was through old fashioned networking and winning over introducers through good marketing and then ensuring that what is promised is delivered.The company had been present under various names in the UK but had never achieved more than 1% market share. Doubled that share organically over the last two years by creating the right strategy and getting the right team to achieve it. Growth was not at the expense of profit margins or bad debts. Cost of risk was reduced substantially during tenure.Initially determined the correct strategy then had to persuade the shareholders that the strategy was the right one. Next step was to find the right new business people and radically restructure the operations departments including opening one new sub office and closing another. New products had to be developed along with the systems and procedures to manage them.The business was streamlined by closure of an administrative centre and a reduction in headcount of 20%.Established nationwide sales and client management coverage with introduction of an effective CRM system from enquiry to client to termination.Results weretaking profit before tax from £818k to £4,487kdoubling funds advanced to clients to over £300m.reducing the cost income ratio from 68% to 51%reducing cost of risk to 0%Managed the successful sale to GE Capital

Head hunted by a Venture Capital house to set up from scratch a brand-new invoice finance company specialising in the small ticket market. Created a business from start-up which made profits of £1.5m, had 500 clients, 90 staff and had successfully acquired a competitor in a hostile takeover on AIM.The venture capitalists provided only £450k of capital but through contacts, personally obtained back to back funding through LloydsTSB commercial finance of £3m. Later negotiated this line up to £50m as the business grew and funds advanced to clients increased to over £40m.What capital was provided was used sparingly, but it was used in the essential areas such as* an effective and efficient computer system (and one that was robust),* up to date legal documentation written by industry specialists both for protection and for maximising income,* good quality sales people with their own introducer base* experienced operations people to manage service and security.With no referrals from the VC house sales came through personal contacts and through the sales team. The strategy identified for growth was to be win business through being regarded as the best service provider in the industry. This was successfully achieved as both introducers and clients would testify.Sold own shares to the VC house in 2003 for a lump sum and the rest over three years based on performance targets. Those targets were met and stayed on to complete his earn out in autumn 200