As part of the Southampton office Director team, I lead a large portfolio of corporate and personal insolvency cases. I provide advice to new clients, calmly dealing with contentious issues and clearly explaining available options. Specialising in corporate insolvency, I have traded many businesses in order to achieve a business sale or facilitate an orderly wind down, as well as leading business sale negotiations and completions via a pre pack.

I have relocated to Cayman to join the fast growing offshore team and utilise my knowledge of cross border insolvency matters. Using my vast experience in financial analysis and insolvency processes, I advise businesses and stakeholders facing financial challenges, finding solutions using the appropriate jurisdictional processes. I also conduct financial investigations to uncover corruption and fraud, and instigate legal proceedings to recover misappropriated assets as appropriate.

Osprey is a fast growing business specialising in the design and installation of marine electrical systems for Superyachts and Race Boats. As a Director, I am involved in the daily operations and decision making for the business. I also mange all financial aspects of the business such as management accounting, budget setting, forecasting, cashflow management and overseeing all bookkeeping activities.

I spent almost 2 years working as a consultant with the fun and energetic Neil Taylor. My role included lecturing and mentoring students for both the CPI and JIEB exams, writing and marking mock exam papers, updating text books and preparing technical bulletins.

I joined Quantuma as a founding partner when it launched in 2013. Carl Jackson, having left RSM, set up the Partnership and recruited myself and another former RSM senior employee, to head up the inaugural Southampton office.My role was all encompassing. From a technical perspective, this included undertaking initial advisory meetings, taking formal appointments, trading assignments, chairing creditors meetings and dealing with contentious issues. From a Partnership perspective, I was actively involved in staff recruitment and development, budget setting, forecasting and WIP management, business development and marketing. Quantuma expanded rapidly during my time with the firm and has since grown into a successful international business.

Prior to my operational role, I progressed from administrator to senior manager dealing with a portfolio of circa 120 clients and 3 members of staff. My portfolio of cases ranged from corporate matters such as liquidations, administrations (trading and non-trading), receiverships and voluntary arrangements. I also dealt with a number of bankruptcies and voluntary arrangements in addition to informal arrangements. In September 2011, I returned to a client facing role in he Corporate Insolvency team. As one of two Associate Directors, I was heavily involved in the management of the corporate team of circa 25 people from an HR, financial and marketing perspective. In addition, I directly managed a team of 3 at varying levels of ability. My team managed a caseload of circa 100 corporate cases which included numerous trading assignments.

I moved into a group operations role as a Senior Manager in January 2008 and was promoted to Associate Director in July 2009. My role included dealing with the management of 30 offices and circa 430 members of staff in terms of acquisition integration, budget setting, financial performance, bank tenders, project management, marketing initiatives, communication, cross selling, internal compliance, personal development and training. Our service line generated turnover of £40m and was managed by a Head and one senior director, both of whom I directly reported to, and 40 office based directors. My achievements in this role included the integration of eight offices following the acquisition of an insolvency business from administration, the management of a bank panel team tasked with improving our banking relationships and which resulted in two bank tenders, dealing with a number of internal redundancies as a result of the current recession, the closure of two unprofitable offices and the protracted employee matters that ensued as a result.