John Brogden Email & Phone Number

Guildford, England, Gb

Helping Private Equity firms to deliver improved profitability and shareholder value at portfolio companies through the application of financial and operational analytics and methodologies. Sectors covered most recently include Software, Financial Services, Healthcare, IT Services and Business Services.

London, United Kingdom

Successfully supported an M&A sell-side process which resulted in the sale of Kelway to CDW, the world's largest IT reseller, in a transaction that valued the company at over £300m and delivered outstanding returns for the founder and Private Equity investors Core Capital. Key responsibilities included the development of robust financial analysis, budgets, business plans and KPIs for inclusion in the IM / CIP and other key sale documents reviewed and discussed in due diligence.Specifically:Delivered a program of work to (1) create new and repeatable insight into Kelway's sources of profit and value, (2) introduced a Productivity measurement framework to drive EBITDA from 3% of revenue to over 6%, (3) established a new FP&A function, (4) prepared the company for new investment by developing appropriate analytics and reporting capability, (5) developed the 5-Year Business Model to the standards required for external scrutiny in Financial Due Diligence, Vendor Due Diligence and detailed examination by potential investors, and (6) evaluated the profitability of the high growth Services business down to individual contract level.Key skills and experiences applied: Mergers and Acquisitions, M&A Sell-Side, M&A Buy-Side, Integration, Budgeting, Forecasting, Data Analytics, SQL Server Data Warehouse development, Advanced Excel Financial Modelling.

United Kingdom

Driving profit improvement through the application of financial and operational analytics; combining analysis with a highly commercial focus to reveal significant insights and value creation opportunities.Key projects include the development and application of Strategic Cost Analysis across a global multi-£bn cost base, to deliver insights and strategies for achieving process simplification, cost takeout and digitisation objectives.

Board member responsible for applying financial planning, risk assessment, profitability analysis and business intelligence to deliver improved financial returns, operating performance and market share, on behalf of the private equity shareholders. Implemented business & financial planning frameworks to underpin achievement of the company’s EBITA targets to the high standards demanded by internal & external stakeholders.Led the development of the company’s differentiated service proposition based on a strategy of adding value to key clients through market-leading MI, analysis and best practice sharing.Designed and implemented a Profitability Review of all client contracts and operational process steps to eliminate marginal or loss-making activity, contributing over 10% (£1m+) to company EBITA.Designed and project-managed the implementation of the company’s data warehouse, transforming 40 million data items on legacy systems into accessible information with real economic value.Led the use of analytics to drive performance improvements and add value to client relationships. Quickly became recognized by clients as the UK market leader in Collection Analytics.

Responsible for the integration of the Finance function of the acquired company into the GE reporting & analysis framework, and supporting the CEO on the rationalisation of back office functions.Developed the connected Operating and Financial Business Models to drive performance monitoring and achievement of targeted Net Income.Designed the restructure and downsizing of the field sales force to deliver improved returns on investment, including a new regional structure, new reporting lines and new bonus schemes. Cost savings in excess of $2m p.a. were achieved through a 40% headcount reduction.Established a ‘Balanced Scorecard’ to ensure a strong focus on the key drivers of business performance. Initially designed for Sales but ultimately rolled out across the business.Acted as Non-Executive Director on the Board of GE investments in strategic IFA firms, and specified the key Performance Covenants to ensure that the profitability of GE’s investments was secured.

Responsible for the Finance function at the acquired company, supporting the merger of two SBUs, providing the leadership required to meet highly demanding reporting requirements, working with the CEO to ensure challenging financial targets were met.Delivered 17 successive quarters of on-target Net Income through a combination of rigorous financial planning, revenue and expense forecasting, and strong controllership.Led the carve-out, organisation design and creation of SLA relationships arising from the merger of Stalwart Assurance & GEIH Investments and its separation from the GE Insurance Group. The new Strategic Business Unit was branded ‘GE Life’ and later sold to a trade buyer.Established operating plans, expense budgets and KPIs to provide the link between operational activity and the achievement of Net Income targets.Retained all key staff during the acquisition integration and established a new Financial Planning & Analysis (FP&A) function, through a combination of external recruitment and the coaching / up-skilling of existing staff.

Responsible for the FP&A function, preparation of annual and quarterly plans and forecasts, analysis of quarterly results, responsible for pricing and negotiation of large deals at key clients. Established financial analysis and reporting processes to consolidate results from several business units to meet corporate deadlines.Identified margin erosion masked in current year accounts but threatening Net Income 3 years out, allowing the company to respond with £10m cost take-out to hit Net Income targets.Delivered detailed activity-based costing analysis of £50m creditor insurance operation, to form the basis of negotiations with the largest European customer. A contract for the following 3 years was secured at profitable rates.

Member of small in-house team working with external Management Consultants on a variety of strategic and business development issues supporting the Board during the mid-90s reconstruction and reform of the Lloyds Insurance Market.

Customer requirements analysis for Stock Exchange services to Member Firms

Business Development in UK & Europe for specialist electronic components

Microprocessor product marketing in UK, France & Benelux

Honours Degree Class 2.1, Physics

Mba, Master Of Business Administration