I formed JTC to work as an interim manager and consultant on a wide range of financial management assignments. Bringing my experience of delivering major capital infrastructure projects I know how to satisfy multiple stakeholders’ needs while ensuring vastly complicated, often national, schemes stay under control and meet their objectives. My key skills include:• Creating and ensuring the maintenance of quality financial governance.• Bringing order to challenging projects, establishing appropriate reporting and performance management.• ERP design and implementation.• Process analysis and strategic process improvement design and delivery.• Change communications tailored to professional audiences often unconcerned by financial discipline.• Management accountancy and operational management.

• Develop and Issue Company Process Documents• Continuous Process Development through team reviews and upgrade current processes• Operational Systems Design & Development – full project Management life cycle• New system implementation testing and user support • Operational Process and System Training and Ongoing Support• Produce financial and construction operational Business Cases and implementation strategies • Analyse supplier accounts and reconcile with physical site delivery of steel for power plant

Project ManagerWestminster City council have successfully bid to take part in a national pilot in association with the Department for Works & Pensions to support the roll-out of the Universal Credit. My role is Project Manager to four trials, managing the overall pilot scheme. The trials include services to improve digital awareness, provide employment support, a housing employment initiative, and supporting clients with complex and vulnerable needs.Key duties are:• Report to the Project Board• Provide project management to four trials, including Terms of Reference, Project scope, Risk & Issue management, monthly reporting• Manage relationships with Dept. for Works and Pension• Liaise with DWP pilot Evaluation teamFinancial Delivery Assurance ManagerReporting to the Head of Change and Project Management and working closely with internal stakeholders on a council wide basis to coordinate and assure the delivery of financial savings. This is a highly visible role which requires stakeholder management in all relevant business areas, reviewing savings achieved and providing appropriate challenge to senior stakeholders, updating current forecasts and developing process and reporting requirements. In addition, the role works closely with the Finance team to ensure governance and a coordinated approach to the delivery and reporting of financial savings.

This is the second largest capital programme in the UK (after Crossrail) and is valued at £16bn. EDF New Nuclear Build is constructing the UK’s first nuclear reactors since the 1980s. Inevitably, given the size and novelty this is an immensely challenging project. Role: To bring order to the finances of this enormous, transnational project, allowing proper financial governance and financial management.Leading a small team of financial professionals, my achievements included:• Delivering a comprehensive analysis of the project’s elements, discovering many with unclear lines of accountability, and then negotiating to ensure named accountability for every segment.• Winning Office of Nuclear Regulation approval for the programme to proceed by delivering this enhanced level of clarity and accountability.• Creating a three year financial strategy for EDF New Nuclear, from land purchases to phasing of third party contracts and the cost of the reactors themselves, and winning Board level approval.• Analysing 15 multi-million pound business cases for major infrastructure projects required by several English local authorities to secure planning permission and enable early construction to proceed, working closely with engineers.• Costing various scenarios at variance with the projected programme to allow EDF’s Paris HQ to make contingency plans in the event of major deviations from the main plan.• Integrating the engineering project delivery process with financial management systems, establishing new tools and ways of working to allow, for the first time, real budget monitoring and forecasting.• Examining previous years’ financial forecasting and outturns for EDF New Nuclear, learning from previous errors and using the knowledge to make future budgeting more robust.• Reviewing current performance with planned, challenging heads of functions, reporting status.• Leading the financial strand of a new project cost control system (ECOSYS).

Invensys is a UK FTSE 250 international engineering and IT firm. In 2011 it had 16,500 staff and a turnover of around £2.5bn. Its rail division was one of the largest and has since been sold to German conglomerate Siemens. Role: I was tasked by the FD with leading finance components of a £3m implementation of an ERP (the company’s first project accounting system) with procurement and financial management functionality.My achievements included:• Scoping a unified vision for the ERP’s role and deliverables with a multi-professional team of colleagues, leading to a business case and project delivery plan.• Managing a procurement exercise, tendering for suppliers and judging the competition before deciding on the preferred ERP system, then securing Board approval for the decision.• Establishing a change communications strategy, using workshops and other methods to gather colleagues input on the systems requirements and inform them of the project’s progress.• Commissioning Cranfield University to use state-of-the-art business modelling techniques to perfect the development and impact of the final ERP system.• Leading the subsequent detailed design with the vendor, keeping the project on track and coping with four changes of Financial Director during the project’s life.• Improving management and cost control for the 40% of Invensys labour force operating on a temporary contract basis, a major issue for the company.• Delivering functional documentation, acceptance testing, and change management into the organisation throughout the go-live phase of final implementation.

This was a major role leading the financial management of some of the largest civil engineering schemes of the 2000s. I led a large team of project accountants and finance managers to ensure the reporting, forecasting, profitability and financial good governance of flagship transport investment projects. The operation turnover was £180m annually but the project portfolio values were often higher: Channel Tunnel link (£150m); redevelopment of the West Coast Mainline (£100m); redevelopment of Glasgow Station(£30m).One of Invensys Rail’s Leadership Group, my achievements included:• Exceeding forecast financial results through close management of both the P&L, balance sheet and professional relationships. • Business partnering with programme directors to work with them on the delivery of these projects, creating a supportive, non-adversarial relationship.• Delivering to the Board accurate and timely status information on the financial health of up to 70 complex engineering projects at one time, six of which would be among the biggest in the country.• Revising project reporting for Invensys Rail across all its territories, including finance, programme, risks and issues, allowing a quick comparison and consolidation of project delivery across the globe.• Establishing a good working relationship with Network Rail (the UK Government’s owner of all rail infrastructure) to meet their stringent audit requirements of Invensys work for them.• Leading a successful £50m bid for a major rail investment in Taiwan, creating the financial model and delivering due diligence on a local joint venture partner. • Managing numerous business process improvements beyond “narrow” finance, including redesigning the ‘Peer Review’ and ‘Stretch Target scheme’ for Invensys Project Directors and Managers. • Saving cost by restructuring the UK financial control infrastructure, reducing unit heads from three to one (me) and producing a more streamlined, unified service.

• Responsible for the Financial, Commercial and Tax accounting for a £150m project based in India building boilers for coal fired power stations. • Set up the budgeting and accounting systems.

• Responsible for all in-country financial, management and administrative activity includingStatutory accounts, audit work, filing of tax returns, final settlements and tax negotiations for both Mott MacDonald and individual personal tax. Cash management.• Delivered inter-company accounts, budget preparation of engineering and office support.During my time in Pakistan I was also a member of the Board Of Governors and Treasurer at the British Overseas School.