Non-executive role as one of five trustees of The Minack Theatre TrustGovernance over the executive management team and the theatre's status with the Charity Commission, setting the strategic direction to ensure long-term sustainability of the theatreReview and approval of key decisions affecting the theatre and its trading arm, such as budgetary approval of day-to-day operations and the major capital projects needed to maintain and improve the fabric of the theatre and its buildings

Short-term secondment to the Group Strategy team

Stewardship of 2016 commercial budget (~£170m) covering Sales, Marketing, Digital, Insight/Data and Product Development areas for BG’s domestic energy and home services customer base (22m product holdings)Co-wrote comprehensive paper analysing the enterprise value of an energy customer and how it changes over the account lifecycle, proposing changes to the existing acquisition and retention pricing strategy, and setting out the blueprint for a future customer strategy (with financial benefit quantified for decision support) to meet ever-increasing competitive pressuresIdentified £6m missing revenue in British Gas Business (2015: £22m operating loss), following request to conduct independent review of its new billing system, given severe teething problemsLed BG's reponse to the CMA's proposed financial reporting remedy

Largest domestic energy supplier in UK (15m customers, £8bn revenues, £500m profit)Led the BGRE Financial Control team, plus BG Revenue Assurance team from prior role (25 FTE)Delivered BGRE's consolidated financial reporting, covering Residential Energy, Smart Metering, ECO and Connected Homes (Hive, AlertMe.com) through two year-end cyclesOwned all key management judgements, principally around revenue and commodity, and the underlying modelsLed BGRE's financial response to CMA review into competitiveness of energy marketOwned all of BGRE's external reporting to Ofgem and DECCRestructured team to deliver increased scope and higher performance with fewer, better peopleOwned local PwC relationship, managing all aspects of BGRE audit process

Led Revenue Assurance team (11 FTE), with broad remit providing independent financial and non-financial analysis to stakeholders - BG Board, Finance, P&Ls, Operations, Information Systems and Legal & RegsIdentified and quantified a key underlying driver of BGRE's profitability, resulting in a step change in the business' understanding of its results, forecasting risk, pricing drivers and KPIsManaged the subsequent validation of my work by Imperial College LondonOversight of billing processes, including responsibility for accuracy of estimated billingProvided technical oversight and Finance approval of £4m billing system transformation to deliver regulatory changes arising from Ofgem's Retail Market Review (RMR)Led end-to-end audit of BGRE's SAP billing platform with IS developers, proving revenue integrity

Blue chip clients including British Gas (Centrica), Shell, Samsung, The EconomistLed team auditing all aspects of British Gas’s domestic energy margins and customer debt, addressing the problems arising from the implementation of its new billing systemLed audits of small companies acquired by British Gas, such as the Dyno-Rod franchise businessDelivered internal quality review initiatives to help manage the Firm’s riskChartered Accountant (ICAEW)

Built the financial and pricing models for Radianz (Reuters/BT JV) broadband feeds to client sitesIdentification of design requirements for software linking Reuters' dealing platforms