John Redgate Email & Phone Number

Marlow, Gb

Alternate Board Trustee for the Chairman August 2015Appointed Trustee October 2016

Sheffield, Gb

Responsible for all financial planning, forecasting and reporting. Cash Flow ForecastingProject Management - Infrastructure projects training gorund extensionTransfer NegotiationsAppointed Board Member June 2016

Sheffield, Gb

Responsible for Financial Planning , Budegting and ReportingCash Flow ForecastingResponsible for the Financial due diligence on the sale of the ClubAlso head of Human Resources and IT Departments

Portsmouth, Hampshire, Gb

• PITC Awarded The Football League's Community Club of the year for the South-West Region 2012 recognising the unique and innovative programmes that the charity deliver.• PITC Awarded The Football League's National Award for Family Club of the Year for 2012 for the work the charity contributes to the match day experience as recognised by this prestigious award.

Working with various investors and financiers interested in buying Professional Football Clubs in England.

Portsmouth, Hampshire, Gb

Successfully negotiated the exit of PFC from administration in October 2010, resulting in the maintenance of the Club's Championship status in the 2010/11 season. This was the main objective in order that the value of the business could be maintained which resulted in the successful sale of the club in June 2011.Key tasks included rebuilding the finance team, driving down costs and improving efficiencies, a root and branch review of all aspects of the business, and ensuring that all parts of the business took ownership for financial performance. Other key responsibilities included:-Successful management and mitigation of numerous legal and regulatory issues, all of which had significant financial implications for the business. • Negotiations with and maintaining relationships with The Football League • Management of IT team, prioritising resources to achieve required results.• Player Transfer negotiations .• Weekly cash flow forecasting

Responsible for all the 5 year financial planning and modelling to form the basis of Portsmouth's exit from administration, including approval of the plans by The Football League. Successfully negotiated the exit of PFC out of administration in October 2010 working with the Club’s new owners.

Provision of financial planning and support for a number of existing and new business start-ups including Professional Football,Broadband Value Added Services, Wireless Broadband connectivity and Internet security. Roles included business modelling, liaison with Banks, presentations to Banks, Private Investors and Venture Capitalists. Additionally assisted in a business sale providing financial support and reviewing completion contracts.

IT Consultancy specialising in the sale of document management software, scanning, data capture and value added bureau services. Negotiated initial Bank financing of £80k and second round financing of £50k in October 2006 and third round financing in October 2007.

Broadband content provider. Key tasks include Business Planning, pricing, commercial negotiations, and first round financing and presentations to Private Investors and Commercial Banks.

a comprehensive managed IP VOIP Telephony and data solution for the SME market. Financially backed by private investors from Kazakhstan Tasks involved market segmentation, pricing, business modeling and presentation to Investors for a second stage funding round of c £4m.

Jersey City, Nj, Us

Successfully negotiated sale of an Independent Healthcare Brokerage. Managed due diligence process and legal documentation.

A worldwide distributor of mobile phone handsets and UK based mobile value added content with an annual turnover of £175m. Responsible for the day-to-day running of the business. Key achievements:Turned around business performance from £60m to £200m annualised turnoverEnhanced daily financial reporting of trading performance of up to £3m per day Improved daily trading margins of individual's deals in the range of c £500k - £2m.Implemented mobile value added content platformFinancing activities with bankers and private Investors

Working with the CEO and CFO to complete 5 year business plans and AOP to secure shareholder approval. The business was a joint venture between Virgin and Singapore Telecom with the initial objective of launching mobile virtual network operators; My measured achievements included:Reviewing and completion of business plans in accordance with financial KPI'sCompleting the annual operating plan Preparation of shareholder presentations and coaching of CFOPrepared tender documents for warehouse, logistics and transport bidsFinancial evaluation of customer service system bidsDevelopment of annual financial calendar and monthly reporting formatsRecommended finance structure and documented job descriptions

Gb

IPVPN and web hosting company who were rolling out a European data and web based network. Key responsibility exclusively focused on second round financing to raise US$80M through to IPO. Bridge financing of US$12m from shareholders achieved during December based on revised business plan prepared in two weeks. Accountable for the day to day running of the finance team and procurement. Principal activities involved:• Revamping business planning and product roll out strategy• Preparing and making presentations to potential Investors• Managing daily cash flow and controlling capital expenditure • Liaison with financial advisers, venture capitalists and legal advisors

UK based Racal Telecom acquired by Global Crossing in November 1999 turnover £170m.Responsible for day to day running of all aspects of finance function managing a team of 100. Major achievementsDesigning and building a new finance structure and organisation Implemented a finance and planning departmentCreated a shared services financial accounting unitConsolidated four credit and collections activities, reducing costs and improving collections efficiency.Introduced tactical action plans to improve performance of the finance team Reduced monthly finance month end close review process by 14 working days in three months.Established product reporting and product profitability Introduced reporting for US GAAP and Bank Covenants requirements in one month.

Mobile One was the first competitive entrant in the Singapore Mobile market to Singtel.

Responsible for 30 international mobile businesses with a turnover of £1.5bn growing at 30% pa. Principal business, One; Mobile and Mobile One. Managing a team of 17 from Finance, Purchasing, and Customer Billing and Network Systems teams. Preparing and presenting to city analysts the financial performance of Global Mobile. Member of One 2 One Audit Committee.Designed and implemented an enhanced business model and valuation tool which has been successfully used in the disposal of One 2 One and Buoygues Telecom generating higher proceeds of £1bnDevised strategic pricing positioning for Hong Kong Telecom that grew customer base of 180,000 by 50% in four months.Evaluated strategic investments in China leading to withdrawal of proposal.Proactively led Mobile Y2K team - the first to achieve C&W Group milestones.Introduced monthly operational reviews for all business units establishing key performance indicators to focus operational control and drive performance.

Elected Chairman 1996. Fund value £1.3bn.Member of the One 2 One Audit

Miami, Florida, Us

Following merger of Mercury Communications, Nynex Cable Corporation, Videotron and Bell Cable Media, responsible for planning, authorizing and controlling annual £1bn capital expenditure programme. Provision of financial operational support for customer operations employing 4400 heads with costs of £150m , Network operations employing 2900 heads with a cost base of £170m; controlling credit and collections activity for a £2.4bn turnover business and managing a team of 60 including 20 professional qualified accounting heads.• Led strategic financial review of the Core Switching and Transmission Network 2000 project that achieved savings of £150m from suppliers. • Appointed by Finance Director to lead Optimal Resource Review resulting in a new radical design of the finance function based on service levels and understanding customer supply requirement.• Recommended and implemented accounting policies for all aspects of capital expenditure for the Cable & Wireless Group.

Responsible for controlling the forecast, investment appraisal and planning cycles for a capital expenditure programme c £300m; financial control of Mercury Networks employing 2600 with costs of £180m and a capital plan of £200m; International & Partner Services wholesale business with turnover of £600m.Nominated by Cable & Wireless PLC Executive Directors to set up a group wide review of capital expenditure. Resulted in breaking the 'Capital is Free' culture.Devised and implemented new Investment appraisal procedures. Appointed Secretary to the Investment Review Committee reviewing all investments in excess of £500k.Lead cost reduction exercises for outpayments saving in excess of £50m pa.Member of the Steering Board that successfully implemented a new SAP Accounting System. Successfully implemented a Capital Expenditure Accounting System. Project value £1.5m.

Responsible for the reporting and Management Accounting for Mercury's Directorates of Operations, Development, Facilities & Property, Purchasing, Inventory and Supply, and International Business Group. Introduced Asset Utilisation analysis and reporting for the Core Network elements.

Managed the Mercury Planning, Forecasting and Investment Appraisal processes for an annual programme of c £300m. Reported to Director, Finance and Deputy Chief Executive.Appointed Chairman of the Financial Sub-Committee for TAT11 Submarine Transatlantic Cable Project. Developed reporting formats for this US$280M project. Partnering with AT&T, France Telecom and MCI. Provided financial data to support raising two tranches of loan funding from the European Investment Bank and Asset Financing from Japanese Banks.

Appointed by the Deputy Chief Executive to manage the final phase of a companywide cost reduction exercise by analysing the role and responsibilities of c 2000 employees. Managed 30 employees and the relationship with the external consultants McKinseys. Reporting to the Mercury Communications Board.Initiated and developed the implementation reporting and post implementation reviews for the entire programme. Savings of c £30m identified.

Providing financial and management accounting service for non-voice businesses. Fast growth environment with Telex turnover increasing from £0.5m annualised to £72m in 18 months.Reduced the reporting time scales from eight to three days.

Amsterdam, Noord-Holland, Nl

London, Gb

London, Gb

Education record

Ba (Econ, Economics And Accounting