Mark Badham Email & Phone Number

London, United Kingdom

Greater London

o Led spin-out of the plant yard, which had previously been losing £300K-£400k per year. Managed merger between Abbey Pynford and Professional Plant Services (PPS) and set up service level agreement between the two companies.o Created 3-year business plan to receive board approval and to seek funding arrangements for the business.o Set vision and strategy and cascaded it across the business.o Recruited and coached management team – developing their capabilities so as to be able to transition from full-time management to splitting time across PPS and Abbey Pynford.Key Achievements Within four years of spin-out, reported a profit of £150k, against a £1.4m turnover. Achieved year-on-year increase in number of customers and retained key customers through excellent service and high quality equipment. Initiated reverse engineering project to enable build of new modified piling rigs and CE marking to facilitate additional revenue stream through sale of new or refurbished piling rigs. Implemented rig rebuild programme for small 3T machines, which saved the business £500k investment in new models. Secured the UK’s sole selling rights for Soiltek machines.

KEY SKILLSSector Expertise: Career record in P&L, Finance Director and functional leadership roles across the construction industry; extensive professional networks and acute understanding of key growth/ profitability levers in the ground engineering and plant hire sectors.Strategy & Vision: Analyses market trends, organisational strengths and competitive positioning to develop and communicate strategy for sustainable growth. Repositioned Abbey Pynford, switching from regional focus to a product strategy. Organic & Acquisitive Growth: Builds financially resilient, well-capitalised businesses Carried out due diligence on potential acquisitions, managed spin-out of PPS and facilitated liquidation of a subsidiary within the group. Maximises value of assets – outsourced transportation fleet at Abbey Pynford. Financial Governance: Develops capabilities in business planning, controls, financial reporting and risk management. Implements best practice across Treasury and Credit Control functions, oversees accurate Balance Sheet and P&L reporting. Aligns resources against key commercial objectives, prioritising transparency and ensuring compliance with regulatory requirements. Commercial Leadership: Develops management information systems to analyse client and market trends so as to maximise market share. Reduced pricing to drive increased sales in key volume markets, improved sales force effectiveness and used Cost Value Reporting to prioritise and monitor project/account profitability for Abbey Pynford. Developed Services Company concept to provide an efficient and cost effective service to internal Abbey Pynford customers and to external clients.Performance Turnaround: Rapidly analyses underperforming businesses and identifies areas for improvement, leading right-sizing, refocusing strategy and realigning resources. Reviewed and restructured Abbey Pynford’s Procurement division.

 Prepared monthly MIP for Senior Managers and Board and weekly cash-flow projections. Oversaw preparation of monthly group management accounts; monitored and prepared annual group budgets. Controlled and prepared schedules for annual audits. Covered for the Financial Controller, overseeing finance function and team. Key Achievements Restructured the credit control department and introduced efficiencies which enabled headcount reduction from 4 to 1 FTE. Improved performance, cost controls and quality of reporting in the procurement department.o Drove culture and process change to develop a proactive, commercially aligned function. o Identified and setup partnership with dedicated plant company to provide all the group’s plant under a SLA which drove down administration costs and improved service levels.o Due to low utilisation and seasonal variation outsourced transportation to a specialist provider.o Reduced staffing numbers from 6 to 3 FTEs through efficiency improvements.

•Conversion of quarterly management accounts to monthly reporting schedule by implementation of electronic accounts package from manual system.•Implement controls, schedules and timetable to facilitate monthly reporting process•Monitor and control income, expenditure, and tax on investments.•Produce weekly and monthly bank reconciliation•Help members with day-to-day queries

Cima Part Qualified Accountant

Education record