• Responsible for all aspects of Finance as well as Company Secretarial and Internal Audit• Board member, Chair of Financial Security Committee, Controlled Functions SMF2 and 5.• UK Finance transformation programme to modernise the function including streamlining of transactional finance & management accounts functions.• Roll out of data and analytics function within the UK group to provide better data to brokers.

• Key business partner to the Executive leadership CEO / CFO and an active member of the overall leadership team• Lead and manage the financial results, Forecasting and Planning for all aspects of the Company P&L, Headcount and related KPI’s.• Reporting on and analysis of each financial period results, and producing regular robust business forecasts for management and capital providers within defined timelines.

• Conduct business process review post acquisition and make recommendations as to path forward.• Performance management of in-situ finance team and rebuild.• Implementation of new finance system for insurance transactions and set up of control environment.• Stakeholder management of insurer partners; new shareholders and technology suppliers.

• Responsible for the financial management and performance of the UK Retail division following the acquisition of two of the largest insurance consolidators in the UK retail space; Oval Insurance Brokers and Giles insurance Brokers.• Key member of the divisional executive providing expertise and advice on managing the division to return strategic priorities including expanded margins and organic growth alongside key integration activities including system integrations and change project management.• Identifying and closing on M&A targets; specific challenges of regulatory intervention amid integration workstreams and whilst delivering on group margin expansion requirements. • Building financial support teams including business partnering and MI/BI support design and implementation of a supporting MI system to support the business with its strategic goals. Implementation of operational finance support improvement programmes to support improved customer experiences.• Margins expanded at more than 8% whilst absorbing additional overhead from the group and providing underlying organic growth.

• Responsible for providing all financial support to the IB CEO/CFO UK Board of Directors and Executive team.• Responsible for the design and implementation of budget planning process for a significantly expanded group; Set up and lead a management information project for the group resulting in the designand implementation of a BI solution • Building and leading a centralised FP&A/Management accounts function from scratch to provide ongoing support to the UK and Global Exec. • Centralisation of Finance from small local teams into a large consolidated team in a lower cost centre with Support from offshore teams. • Liaison with Global VP of finance in order to providing regular performance information and detailed investor analysis for quarterly and annual earnings releases.

• Integration of multiple finance functions/teams whilst providing a strong control environment. • Management Accounts - ensuring that the management accounts reflected accurately the state of the business and that a continuing amount of information throughout a difficult period of integration was being received and understood by the management of the business, introducing finance business partnering as a value tool to the management of the group. • Financial Accounts and statutory reporting requirements increased substantially in a short space of time required building out the capabilities in the team and hitting tight deadlines with limited information spread across several systems.• Sarbanes Oxley compliance.

Turnover of £200m GWP and profit of £15m and responsible for 3 accounts teams totalling 34 staff ex IBA, and responsible for • Management accounts, balance sheet control, forecasting and detailed income analysis• Adherence to corporate governance and accounting policies.• Management of internal Audit process implementing recommended practice where appropriate.• Monitoring of CASS regulations and cash management.• Annual Budgets and financial accounts, management of external audit process through to sign off. • Responsibility for review of UW performance and rating strategies on a monthly basis.• Regular critical strategic review against budgets and forecasts to Divisional CEO and Regional MD’s.