I lead this consultancy business which focuses on asset management, cost reduction & outsourcing

Director of leading women's website WeAreTheCity.com.WeAreTheCity has over 30,000 professional female members & receives over 210,000 unique visitors & 4 million page views pcm. WeAreTheCity provides free professional & lifestyle advice to women across the UK & wider. WeAreTheCity has over 250 writers, 25 resident bloggers & supports over 25 charities. In 2012, WeAreTheCity launched Careers City, a job board aimed at attracting more women to apply for financial and technology roles. WeAreTheCity also offers services to corporates in terms of job promotion & recruitment, mentoring programmes, event management, training & coaching.

Excessweather is a coverholder with the sole purpose of addressing the issues of severe weather and climate change and providing balance sheet protections for companies, insurance and reinsurance entities. Excessweather can provide first class capacity from a panel of premier insurance and reinsurance companies. Our service relies on speed of response and competitive pricing to address all the vagaries that weather can cause.If your company is affected financially by any type of weather extreme then we can customise a cover to protect against the costs incurred. Excessweather staff have over 75 years of insurance and reinsurance knowledge, experience and expertise and are readily available to answer any questions you may have

Supporting a great team to deliver outstanding teaching in Norfolk

Designing and Implementing a comprehensive rationalisation, outsourcing and offshoring programme to reduce cost, enhance profitability, and support the business's simplification plans

I am a member of the school's governing body

I was responsible for the projects, IT, globalization, and client money (CF10a) and operations of this fund manager. Replatformed the business reducing the number of investment platforms to two and leading the implementation of Aladdin and YardiManaged all key outsourcing relationshipsThe company is a subsidiary of Aviva plc

(member of the executive team) responsible for the succesful re-attribution of the inherited estates of CULAC and CGNU (Project Wagner). The project involved a complex legal, actuarial, and negotiating process that finally settled the question of ownership of the inherited estates of two of the subsidiaries (regulated life companies) of Aviva and released shareholder capital

MD of a subsidiary of Aviva plc. Company manufactures, distributes and fits aftermarket windscreens princpally for the inurance industry, but with substantial sales in the B2B and B2C industriesJul 2005- November 2005 Managing Director of RAC Autowindscreens following the purchase of RAC by Aviva. (£200M turnover) This was an interim role following the to restart a failed systems integration project.

Built and delivered offshore operations of 3000,Removed legaacy IT and processNet £100M bottom line contribution

Following the completion of the merger with CU, the group was looking to move its strategy into implementation. The job involved (at a technical level) integrating the planning and strategy. At a practical level it involved driving ownership of the strategy out from the executive team into the wider senior management community. I also had to ensure that business processes were aligned to the company's strategic direction. The role involved getting to understand insurance company accounting, selecting and developing acquisition targets, identifying and disposing of non core businesses.

Responsible for commercial and financial functions, and setting of operational (including environmental and health and safety) standards in the commercial division of Hays plc, including acquisitions and disposals. The division operated in 9 countries, and sold more than 20 services varying from IT consultancy to crate hire. MD of a number of these companies. Developed and managed offshoring business in Sri Lanka, India, Pakistan and Poland. Responsible for all corporate governance and local compliance. Centralised and offshored the accounting function and negotiated a number of key sales contracts.

Logistics Brought into turn around a failing acquisition and subsequent merger. This required rebuilding the companies' sales, and building a professional management team. In addition a failedrationalization programme needed to be driven through

Responsible for the commercial and financial management of logistics operations in 6 countries and 35 companies. Developed integrated cash flow models for the analysis of logistics contracts and introduced the use of risk adjusted returns. Developed centralised European accounting centre, moved all businesses to uniform accounting standards. Responsible for negotiating a number of major trans-European logistics contracts. Led the successful turnaround of a German food trading subsidiary, based in Hamburg. Additionally I was responsible for the design and delivery of the first integrated environmental strategy in the company.

Roles in NFC plc.I undertook a variety of roles, firstly as acquisition manager, working mainly in the US, - where NFC established the first dry goods consolidation network in the US largely by acquisition. As I joined the company shortly after its privatisation a lot of my initial roles was in commercializing a number of "public sector "activities that remained. The company acquired more than 20 businesses over a three year period. While I was working on the US expansion, a number of companies had been acquired in Europe. To manage these I was appointed as commercial director, and subsequently as MD to number of the German companies. I dealt with a number of breaches of environmental law committed by the predecessor companies- and implemented an environmental monitoring and control process.Once the German companies had been successfully integrated, I was asked to do a similar role in France, providing financial and project management support in integrating six former family owned regional businesses into a single national network. Initially based in Paris, I led a successful productivity and cost review relocating all non customers facing activity to lower priced regions and integrating the finance, commercial and administrative functions under single leadership.I To manage these I was appointed as commercial director, and subsequently as MD to number of the German companies.

I undertook a number of assignments, mainly on treasury and derivatives. I spent twelve months on secondment as head of risk and audit for the trading operations of a major Norwegian bank.

I qualified with this company, principally in Insolvency and corporate finance. Pre qualification I worked on a number of complex and high profile liquidations in various capacities from office boy, to senior manager. Notable insolvencies included Banco Ambrosiano, Vosper Hovermarine, Laker Airways and Oriental Credit. Post qualification I worked on a two year assignment, both preparing a Norwegian company for flotation on the NYSE and improving its financial controls