Marc Thomas Email & Phone Number

Blaenavon, Wales, United Kingdom

Yate, England, United Kingdom

Chepstow, Monmouthshire, United Kingdom

Amsterdam Area, Netherlands

Key responsibilities:• Responsible for overseeing all day-to-day accounting operations for the Europe BU• 3 direct reports covering Accounting, Credit & Collections and Accounts Payable• Process implementations eg E-Com, Ariba, retail• Establishing and enhancing internal controls and reporting processes• Managing an efficient monthly close process for Europe• Ensuring compliance with US GAAP and SOX• Accounting and tax (PAYE/VAT) compliance responsibilities for all Europe legal entities• Main accounting contact for the corporate office and internal audit

Amsterdam Area, Netherlands

I joined the Consumer Business Unit of TomTom as Senior Business Controller. The Consumer Business Unit was approximately 70% of the whole TomTom Group and was concentrated on the sale of PNDs (Satnavs) to retail and distribution outlets.Key responsibilities:• Managing the month end & quarter end reporting process• Overall OPEX/SG&A control & reporting for the European Consumer Business (130m Eur per annum)• Direct financial control of Sales & Marketing (40m Eur annual budget). Principal finance contact and sparring partner for the Sales & Marketing Director• Co-ordination of budgeting & monthly forecasting• Working capital, balance sheet & cash flow control, reporting and forecasting• Investment appraisals

Ijmuiden, Netherlands

I took up a secondment opportunity with Corus Building Systems and moved to the Netherlands in February 2009. The Building Systems business unit operated in the construction market and was focussed on the manufacture of roof/wall profiles and sandwich panels for commercial and industrial buildings. Business turnover was circa £400m per annum.Key responsibilities:• Group and Statutory Reporting – reporting of monthly/quarterly/annual operating results to head office. • Participation in synergy development groups – identifying opportunities for the business to improve operating performance, discussing and influencing senior management at our European businesses. • Review of Capex submissions, establishing payback periods, NPV and cash flow projections. Sensitivity analysis to identify risk. • Establishing best practice within the business and rolling-out across subsidiaries.• Benchmarking against key competition, identifying our strengths/weaknesses with a view to improving business performance.• Business Unit Policy Documentation – Formalising business policy for financial reporting to establish a consistent approach across our businesses.• Establishing Key Industry trends to help guide strategy – monitoring GDP, employment, construction activity trends and forecasting likely developments in the industry.

Caldicot, South Wales And Colnbrook, Slough

I joined the distribution arm of Corus UK Ltd in April 2006. Operations were focussed on receiving steel coil from the mills, cutting into sizes specified by the customer and distributing to locations across the UK. The business was very customer-focussed, with high service levels a prerequisite.Key responsibilities:• Financial Control of 3 Corus distribution centres with combined turnover of +£100m.• 2 direct reports – both management accountants.• Preparation and presentation of management accounts within 3 days of month end.• Profit and cash flow forecasting.• Annual budgets and interim forecasts.• Key member of the management team at each business.• Capital Expenditure Approval preparation, including full NPV/payback analysis. Identifying best opportunities within a finite budget. • Working capital control, including stock levels, debtor days, dispute days. • Business review presentations to Corus senior management.• In-depth analysis of process costs, customer profitability and optimum performance measures. • Development and analysis of KPI monitoring systems.

South Wales

After qualifying as a Chartered Accountant, I was keen to move into industry. I joined this small sized printing company as their Financial Controller. The business was in financial difficulties and the key challenge was to turn around its operating performance whilst closely managing the cash position. Within 6 months I was promoted to Managing Director with the responsibility for the general management of the company as well as the existing finance duties.Key responsibilities:• General management of business with overall responsibility for 20 employees.• 4 direct reports.• Key member of the Board of Directors.• Managing company cash flow and profitability.• Sourcing of external and internal funding.• Preparation of monthly management accounts.• Supervision of payroll, purchase and sales ledgers.• Implementing a costing system to facilitate bespoke pricing and profitability analysis.• Variance analysis to identify wastage and inefficiencies.

Ba, Economics

Aca