A leadership role within the CFO function. A broad range of accounting teams were under my leadership during my tenure; Financial Reporting, Technical Accounting, Revenue Accounting, Working Capital and Cashflow reporting, Lease Accounting, Tax, Fixed Assets, Wholesale Accounting, CARC (Customer Acquisition & Retention Costs) and Inventory Accounting, Accounts Payable and Accounts Receivable. Team size varied between 20 and 40.In addition to responsibility for the the day-to-day operational accounting, and the financial reporting and audit cycles, the role had a heavy focus on technically complex or contentious areas of accounting;• Under my leadership significant projects delivered IFRS15 and IFRS16 solutions, new accounting standards with major implications for mobile network operators. • I regularly engaged with the business to identify and develop accounting solutions to deliver accounting outcomes for business scenarios that supported the company’s strategic objectives. This required the application of technical accounting knowledge, creative thinking, and also the articulation of complex accounting concepts to non-accountants. I had to use influence with senior management and peers with regards to the supportability of different approaches and the associated risks.• Worked on accounting for acquisitions and spinning out part of the business.• As part of the potential O2 merger, I briefed potential investors on unfamiliar accounting treatments, and had pre-integration discussions with counterparts at O2 on accounting treatments.This role required not only the building and maintaining of strong relationships at a senior level internally, but also with senior individuals at Group Finance, and with our auditors and external advisors too.Direct reports into this position had a wide range of experience and capability levels, necessitating different approaches to the support provided; coaching conversations, giving direction, or more hands on support.

A demanding role responsible for financial accounting and financial reporting in an environment with many complex accounting scenarios and a backlog of historic accounting issues. Accountable to the shareholder in Hong Kong and to local management for the provision of accurate financial information for group and statutory reporting.I reshaped the Financial Accounting Team into a strong cohesive team that worked harmoniously with each other, who took responsibility, and were more business focused.Under my management the balance sheet was cleaned up, ensuring accuracy and validity of assets and liabilities through improving accountability, detailed reconciliation, issue investigation and resolution. I communicated risks/opportunities to senior management, and increased visibility & understanding of issues.Several complex and problematic areas of accounting were brought into the Financial Accounting team for clean-up and improvement, including accounting for Customer Acquisition and Retention costs, and accounting for the Joint Operation network costs.I maximized the effectiveness of the external audit through improved audit planning and preparation. Ensured the on-time provision of accurate deliverables to the auditors and facilitated timely responses to their queries. Ultimately moved Three UK to on time audit reporting to Group after many years of extensions and late submissions.I improved the timeliness and accuracy of quarterly submissions to Group and responses to queries.I created and grew the Revenue Accounting team to a size and competency level appropriate to the complexity of that area in a Telecoms business.

A continuation of my role at CSG but under a new parent company.A hands on role responsible for running the UK Accounting department. Member of the local management team. Comverse Kenan UK is the primary contracting entity for EMEA & APAC business, and is at the centre of a large transfer pricing/royalty structure, making this a complex entity from an Accounting and Tax perspective. Ultimate parent company in the US. Reporting to EMEA CFO in Israel.

Member of the local management team. Responsible for running the UK Accounting department for a complex entity. Transformed the team, caught up on 3 year ends, improved relationships with rest of the business, and improved service levels provided, all in the first 12 months. Managed the transition of the UK legal entity to the systems, processes & policies of a new parent company (the Kenan division of CSG was acquired by Comverse in Dec 2005).

A international software and services start up business providing end-to-end broadband interactive television solutions. Financed by Alcatel, Oracle & Concurrent.Reporting to the CFO the Financial Controller was recruited to create and run a global accounting function to meet all the requirements of legal entities in the UK, US & Canada