John Broomfield Email and Phone Number

Helicopter Design, Manufacture & Support £1bn turnover; Reporting to UK Finance DirectorCreated the business case associated with consolidation of warehousing on to the site with one new building paid for out of the savings and at no cash outlay to Leonardo in any year.•Re-introduction of control and analysis on areas of the business to bring increased accountability and understanding of the drivers affecting the business. Analysis of make-buy decisions to bring work in-house, improving overhead recovery and profitability.•Significant development of contract, budget pay, hours and operating cost models in Excel to improve control and rigorously establish the relationship between contract profitability, hours required and headcount•Developed the application of the principles of Earned Value Management to revenue recognition on long-term contracts, identifying schedule and cost risks at an earlier stage than under previous methods of reporting.•Part of the team to drive responsibility and accountability down to a lower level.•Liaison with Ministry of Defence (CAAS) on pricing rates for the Transmissions manufacturing plant.Responsibilities:•Bidding for aircraft contracts•Management of Investments and Private Venture funding including impairment reviews•Management of up to 7 staff, many qualified accountants•Financial analysis and advice to the Business on forecasts, budgets and operational efficiency.•Reporting, budgeting and forecasting •Liaison with auditors on revenue recognition (IFRS15, IAS11), intangible impairment reviews (IAS36), Right of Use assets (IFRS16)•Budgets and forecasting on revenues and profits, operating costs, labour utilisation and performance

Reporting to Divisional Chief Financial Officer (Hong Kong)Achievements:•Dealing directly with the accounting and computer issues of moving the European business to a sales agency structure and onto a common accounting system based in Holland. Responsibilities:•Control of the planning, co-ordination and critical analysis in Europe for Budgets, Forecasts, and Cash-flow.•European and Americas Finance Commentary.•Ad hoc tasks such as training of accounts staff in Germany in MFG Pro for General Ledger, and Accounts Payable. Move the country offices in Europe onto a common accounting system based in Holland.•Improving the quality of management information and analysis in Europe.

Welton Bibby & Baron, VMB.Packaging Industry £20m turnover. Business formed by the merger of two businesses on to the Welton Site; Reporting to Business Site Managing Director Achievements:•Management Buy Out. Process from strategy, presentation to Financial Advisors, discussions with Asset Backed Finance Houses, price submissions. Failure to agree on price.•On site liaison for the sale of the polythene operation on Welton site to BP Amoco. •Responsible at site level for liaison with the due diligence team, solicitors and other advisors associated with the sale of Rexam Flexibles Welton to British Polythene. The whole process from the start of due diligence to completion achieved in one month•The implementation of an action plan to return a business to profitability. Analysing customer mix and long run versus short run work and its pricing. Identified that the estimating system under-priced short run work. Benefits were a £1m profit improvement and cash generated.Responsibilities: •Commercial/business advice to the board of directors•Information Technology•Budgets, forecasts, statutory accounts, Capital Appraisals•Monthly, Year-end accounts.•Management of up to 13 staff •Liaison with auditors year end matters including stock valuation

Investigation and setting of an action plan for a loss making division. To enhance the costing system to provide more focus and detail on customer profitability and new ways of measuring productivity. Rapid action on pricing and profitability quickly moved the division in to profit, an improvement of £800k.•Implementation of Shop Floor Data Collection in one of the factories. Detailed analysis of the information identified areas for project teams to work on leading to a 30% improvement in make ready times and a 40% improvement in waste.