Working as the finance and commercial business partner for the Manufacturing sector of a £200m turnover service delivery group. The Manufacturing business has a turnover of £75m and delivers document management services for leading financial services clients across six sites.- Key member of the Senior Management team working on future strategies and business direction- Drive the cost improvement culture within the business- Ensure the sites are operating in a financially lean manner to deliver service at the lowest cost- Commercial lead for all new business and contract renewals- Financial review of all business plans and capital investments- Working with key suppliers to ensure that they are delivering the services in line with contract- Improved Customer Profitability reporting to show client value at both Gross and Net profit levels - Reporting on financial performance and issues at monthly board meetings- Implement improvements within the finance function to provide improved service to stakeholders- Ensuring that monthly results are submitted with clear variance analysis in a timely fashion- Leading monthly reviews with budget holders and Directors to focus on financial improvement- Balance Sheet reviews with all analysts to identify any risks or opportunities- Attending client meetings for commercial meetings and workshops - Working on projects including delivering new services to clients and transition of business services- Offshored a number of roles resulting in enhanced support to stakeholders at a reduced cost- Team management of ten staff based in the UK and India- Implement the required governance within the business- Ensure all major risks and opportunities are regularly reviewed and required action taken

Project managing the finance function transition to Direct Group following the sale of Evander Validation Services. The Project involved moving the function from Norwich to Doncaster and implementing new systems whilst ensuring the normal finance activities were not adversely impacted. The project covered the following areas: · Change of Finance systems from Navision to Exchequer · Training of the new staff members across all functions · Managing the communications to Clients and Suppliers · Reporting requirements · Payroll, HMRC issues · Monthly and Statutory reporting · Banking

· Commercial modelling to assist in achieving profitability targets and new revenue streams · Heavily involved in the sale process, supplying financial information to potential purchasers. · Implemented new financial and KPI reporting for the new venture capitalist investors · Budget modelling

· Integration of a key acquisition covering systems, staff, policies and procedures · Key member of Senior Management team involved with the development of the operating system and prioritisation of tasks · Set up a new Finance team · Developed key reports utilised across the business · Review processes and implement Internal controls · Produced documented procedures manuals · Monthly reporting at board meetings and divisional review meetings · Review of Risks and Opportunities facing the business and board responsibility for maintaining the business rick register · Preparing a market review and associated pricing structures · Produced a ‘value analysis’ of the services offered by the business for communication internally and to customers · Fully involved with tenders, contract reviews and business on-boarding · Led a process review project with the major client, which resulted in reduced payment cycles, improved working capital and lower resource requirements · Prepared the businesses 3 year operational plan · Carried out Year-end process with external auditors and Group Finance including switch from UK GAAP to IFRS · Responsibility for the Finance due diligence resulting in the successful sale of the business During my time at HomeServe I was also the Financial and Commercial lead on the division’s highest priority project. The role included: · Financial governance implemented throughout project · Preparation of the Finance models including benefits case, numerous scenarios, assumptions, sensitivities and risks · Agree Commercial pricing including a ‘Gainshare’ mechanism · Contract schedule creation and negotiation · Finance processes documented and agreed with all stakeholders · Correct VAT treatment agreed

Heading up the finance function for six companies operating in the construction and engineering industries. · Daily Cash flow Management · Reconciliation of the companies liabilities to Revenue and Customs · Implementing IT systems within the Norwich office and links to the operations office in Doncaster · Dealing with all internal and external stakeholders · Responsible for a team of six

Full responsibility for the financial management of the packaging and print business, which consists of eight manufacturing units and a head office, employing 450 people with a turnover of £14m. · Part of a four-man team leading business strategy · Reviewing and improving financial controls throughout the business · Preparation of monthly management accounts and subsequent reporting and analysis · Provide financial information as required to assist in all major business decisions and projects. · KPIs and client profitability reporting to senior and manufacturing managers to highlight issues · Responsible for preparing 3-year business plans, annual budgets and quarterly forecasts · Present financial performance to main board directors at quarterly business reviews

Supervised a team of 12, with responsibility for all aspects of a busy accounts department covering the Manufacturing and Retail divisions. · Preparation of monthly management accounts, annual budgets and half yearly forecasts · Full Product costing of over 150 products twice a year · Responsibility for foreign currency transactions, letters of credit and currency bills · Oversee Inter-company transactions and reconciliation’s · Comprehensive involvement with external auditors

Full and detailed exposure to all financial ledgers; including payroll processing, producing monthly reports and reconciliation’s and responsibility for the company’s petty cash.