Jon Scopes Email & Phone Number

Holmes Chapel

Since August 2014 I have been acting on a part time basis as strategic financial business partner for Lynton Lasers Ltd, the UK's No.1 laser & IPL manufacturer. This has involved the development of financial models, analysis of the profitability of key parts of the business, advice and assistance on the development of business strategy and the development of a 3 year financial plan. My ongoing role with the company is primarily to ensure the effective implementation of strategy… Show more Since August 2014 I have been acting on a part time basis as strategic financial business partner for Lynton Lasers Ltd, the UK's No.1 laser & IPL manufacturer. This has involved the development of financial models, analysis of the profitability of key parts of the business, advice and assistance on the development of business strategy and the development of a 3 year financial plan. My ongoing role with the company is primarily to ensure the effective implementation of strategy throughout the business. This is being done using a balanced scorecard composed of a comprehensive array of dynamic KPIs. Show less

Manchester

I was appointed as the independent trust director of Kinetic EOT Ltd in November 2022. As the chair of the Employee Ownership Trust company board my aim is to help Kinetic become an exemplar of bets practice as an employee-owned company.I liken an employee-owned company to a popular method of getting on the housing ladder these days – shared ownership. In the same way, Kinetic employees jointly own the house and obviously each employee should want to enhance its value for the benefit of… Show more I was appointed as the independent trust director of Kinetic EOT Ltd in November 2022. As the chair of the Employee Ownership Trust company board my aim is to help Kinetic become an exemplar of bets practice as an employee-owned company.I liken an employee-owned company to a popular method of getting on the housing ladder these days – shared ownership. In the same way, Kinetic employees jointly own the house and obviously each employee should want to enhance its value for the benefit of themselves and indeed everyone. At the same time the housemates need to get along OK together so that it’s a nice place to live – and in the end happy, co-operative housemates are more likely to keep the house looking nice and well maintained (which comes back to my first motivation, as owners).Therefore, our tasks as an EOT board are (1) to supervise the operating company to ensure optimal investment and management decisions are taken and that we receive insightful information on the progress of the key drivers of business performance, and (2) achieve high levels of employee engagement, so that everyone in the business excels in their role to deliver good financial results and to ensure that Kinetic is a great place to work. Show less

Stockport, United Kingdom

For many years I delivered strategic consultancy and financial training services under the Carter Scopes brand, alongside senior part-time "employed roles". I provided advice to CEOs, CFOs and senior management teams on strategy development and implementation. My focus has always been on SMEs, particularly in the manufacturing sector. I have one continuing part time board level role which keeps me sharp on this stuff but other than that I’m pretty much retired from consultancy work now.… Show more For many years I delivered strategic consultancy and financial training services under the Carter Scopes brand, alongside senior part-time "employed roles". I provided advice to CEOs, CFOs and senior management teams on strategy development and implementation. My focus has always been on SMEs, particularly in the manufacturing sector. I have one continuing part time board level role which keeps me sharp on this stuff but other than that I’m pretty much retired from consultancy work now. That has left me with about 30 years’ worth of accumulated materials which seems a shame to just leave on the shelf.I’ve always had a passion for SMEs and I know that consultancy can be an expensive indulgence in that sector, which is why I am going to be signing off by publishing a significant amount of video content on KPI design and strategy implementation, which will be available without charge. You will see the first of this below but look out for further postings and news about considerably more content to help you turn strategy into reality with dynamic KPIs and release every possible bottom line ££ from your business plans. Show less

Warrington, United Kingdom

From January 2017 I acted on a part time basis as finance business partner to Spectrum Plant Ltd. This very successful business, which is growing rapidly, has a turnover of approx. £4.5m and specialises in the sale, hire and servicing of machinery used in arboriculture (chippers, shredders, stump grinders etc). My role was working closely with the CEO of the business to act as a sounding board for business expansion ideas, ensuring the integrity of management accounts and providing insightful… Show more From January 2017 I acted on a part time basis as finance business partner to Spectrum Plant Ltd. This very successful business, which is growing rapidly, has a turnover of approx. £4.5m and specialises in the sale, hire and servicing of machinery used in arboriculture (chippers, shredders, stump grinders etc). My role was working closely with the CEO of the business to act as a sounding board for business expansion ideas, ensuring the integrity of management accounts and providing insightful financial analysis, a range of dynamic KPIs and advice to help the business make the right commercial choices to ensure that continued growth was profitable and cash generative. Show less

Manchester, England, United Kingdom

I had two key aims as President of ICAEW Manchester. The first was to increase the influence and impact of Manchester Chartered Accountants through participation in major business and community events, and through participation in key decision making bodies, to help shape the local, regional and indeed national economy in a way that benefits all. Not because we want power for its own sake but because I believe that as a District Society we have major talent that we can bring to bear in a… Show more I had two key aims as President of ICAEW Manchester. The first was to increase the influence and impact of Manchester Chartered Accountants through participation in major business and community events, and through participation in key decision making bodies, to help shape the local, regional and indeed national economy in a way that benefits all. Not because we want power for its own sake but because I believe that as a District Society we have major talent that we can bring to bear in a positive way. If I was in the marketing business I would probably launch a strapline like "Manchester Chartered Accountants - Worth listening to", because I genuinely believe it.My second aim was to improve local services offered to members, throughout their lifecycle from recruitment, through qualification, career building and on to retirement. ICAEW centrally does a lot that is very good, but we know we can supplement this with initiatives that are more appropriately delivered locally. I inherited a talented, wise but also energetic committee full of ideas and together we devised a unique and modern structure for the District Society. The president role has been split in two. Future presidents will be focused solely on building external relationships and influence, whilst a new role of chairperson will maintain and develop excellent member services. The early signs from this change are very good and I am sure that ICAEW Manchester will go on to achieve great things led by people of far more talent than myself. Show less

Manchester, United Kingdom

I was appointed to overhaul financial reporting and put financial processes on a firm footing after a period of considerable change at TMI, a not for profit organisation specialising in providing high level training and consultancy services to manufacturers (e.g. MSc in manufacturing management and lean manufacturing and six sigma training). Within a short time I had established that the company was losing money at a rate which was severely threatening its existence, so I modified my… Show more I was appointed to overhaul financial reporting and put financial processes on a firm footing after a period of considerable change at TMI, a not for profit organisation specialising in providing high level training and consultancy services to manufacturers (e.g. MSc in manufacturing management and lean manufacturing and six sigma training). Within a short time I had established that the company was losing money at a rate which was severely threatening its existence, so I modified my role to into one of co-leading a major restructuring, cost control and cash management exercise. Working closely with the sales director and with the support of those board members with commercial ability a plan was executed to maintain operations through a lengthy period of significant financial difficulty, until a buyer could be found for the business. This was achieved in March 2017. The operational integrity of the organisation was preserved and all the jobs were saved. Following the integration of the accounts function into "Head Office" my turn round role became redundant and I left TMI in September 2017 Show less

As FD of this AIM listed company I was responsible for reporting financial performance to the board and playing a major role in strategy development. Externally I was the principal liaison with banks, shareholders and regulatory authorities, and I looked after the production and presentation to the City of the annual report and accounts. My financial management duties involved the design of performance management systems and KPIs, the assessment of acquisition targets and provision of… Show more As FD of this AIM listed company I was responsible for reporting financial performance to the board and playing a major role in strategy development. Externally I was the principal liaison with banks, shareholders and regulatory authorities, and I looked after the production and presentation to the City of the annual report and accounts. My financial management duties involved the design of performance management systems and KPIs, the assessment of acquisition targets and provision of decision support to co-directors on major contracts. I managed the finance function, and oversaw the production of management accounts for 4 business streams across 4 locations spanning the UK, Ireland and USA. I also devoted time to develop the finance team to deliver high quality support to the business and enjoyed mentoring junior managers in other departments to improve their financial skills. I also had oversight of the HR function and training and development processes in the business.I was part of the board team that negotiated and completed the recent sale of the business at a premium of approx. 40% to share price.The Vindon role took up 4 days per week. For the remainder of my working week I provided consultancy services to SMEs in strategy development and implementation. This included helping companies set up effective performance management processes using the balanced scorecard technique. I also occasionally ran finance for non financial managers training programmes Show less

Ran the Educational Services Group and took senior roles in projects of strategy development and implementation under the government BGT scheme

1St (Bsc Hons), Mathematics

Lived at Dalton Hall throughout my time at Uni

Education record