Work with investors and support management teams on an interim or advisory basis; specialise in turnaround to growth assignments. This includes: 1) Exit readiness to maximise shareholder value in a range of exit scenarios - financial, trade or IPO. 2) Strategic planning & execution- developed ensuring business looks externally, - cultural change achieved via clarity of purpose, improved communication and clear ownership/accountability - also leading to improved staff engagement. 3) Cashflow management and working capital optimisation- operational cost review, contingency planning. Includes implementation of robust short-term cashflow STCF, clear Business Plans and supporting financials, stakeholder management, turnaround to growth.4) Stabilisation and Finance Function turnaround - Developing individuals & teams to facilitate/challenge supporting the business needs.Board level Finance Director (experienced across a wide range of sectors) who provides the ideal balance of traditional steward and strategic partner. Enjoys working with investors and supporting management teams to maximise shareholder value by helping ordinary people deliver extraordinary results. Extensive private equity experience (with two successful exits to date) accumulated over the last decade including pre-deal exit readiness, post-deal separation/stability and process/cultural change to instil cash and working capital focus.

1) SituationLeading global technology firm, loss making and haemorrhaging cash relying on shareholder support. 2) Task/Action To bring financial stability to the business plus finance function leadership. In partnership with investor and CEO rapidly created and executed on a value creation plan which provided the basis for a successful financial turnaround. This included top line focus, operational improvement and embedding a cash culture.3) ResultCash culture was successfully implemented and embraced across the company. Business was transformed and restored to growth and profitability; providing the basis for exit optionality.

1. SituationThe investor was tasked with separating a heavily loss-making retail business caused by structural property issues and poor multi-channel retail controls; annual EBITDA losses of (c£25m). 2. TaskRecruited in Aug 2017 to support the CEO (appointed Mar 17) with - separation from a large American global multinational,- to build and deliver a strategic turnaround plan,- strengthen the perception of the finance function via credible numbers and building investor relations. 3. Result The plan delivered the following:i) Radical overhaul of all business processes and ways of working that addressed poor financial controls and reporting.ii) Stabilised systems and controls following re-platform. iii) Introduced robust Short Term Cash Flow Management and Working Capital routines. This enabled the business to operate with a c63% reduction in stockholding from £40m to £15m and improved stock turn from 1.3 to 4.5 turns per annum. This was achieved whilst delivering improved availability online and in-store whilst maintaining margins.iv) Improved perception of the finance function by building rapport and trust with investor via regular dialogue and providing reliable informationv) Supported CEO to build and develop a high-quality leadership teamvi) Delivered a multi-channel customer proposition from scratch (the separated entity was a high street B2C pure-play)vii) Successfully migrated all systems to a brand new IT platform, built a new product ranging and supply chain solution

Delivered successful exit by transforming business. A great result for shareholders, business & new owners BVG.

Successful acquisition, turnaround & subsequent exit.

Following Bathstore's acquisition by Private Equity Firm Endless LLP from Wolseley plc brought in by investors in May 2012 (for 2nd assignment) to lead Finance Function Separation Project (plus related Corporate Activities). Successfully- Recruited and established new Finance Function/Team completing first Month End and Year End by July 2012 delivering transition as per TSA timetable and achieving clean audit sign off by October 2012.- Implemented fit for purpose corporate activities including Treasury, FX Management, Risk, Company Secretarial and Board Governance. - Changed culture, embedding key disciplines/controls expected within Private Equity environment e.g. STCF, Funds Flow Forecasting, cash and working capital focus.- Supported CEO to implement turnaround plan e.g. delivered 10% yoy top line growth and develop 3 Year Strategic Plan underpinned by detailed Operating Plan.- Facilitated Commercial Teams in piloting/implementing an extended range of new activities to grow the top line e.g. tiles, splash panels, installations, online channel and absorbing a bolt on acquisition; whilst securing and protecting the core business with the provision of quality MIS and KPIs from the Finance Function MIS Team. - Developed and managed key relationships Investors, Board, Banks, Credit Insurers, Advisers (Audit, Legal & Tax).

Main Board & Executive Director Two Joint Venture companies between Bank of Ireland and the UK Post Office, First Rate Exchange Services and Post Office Financial Services which sell products/services through the Post Office Branch Network and Online Channel generating annual profits of c£100m. First Rate provides Foreign Currency services making the Post Office the UK’s leading provider of Travel Money. Post Office Financial Services one of the UK's fastest growing new financial services companies with over 2.4 million customers, insures 1 in 40 cars and 1 in 120 homes and has in excess of 1 million savings customers.

Main Board & Executive Director During this period as part of a High Performance/Successful Executive Team planned, implemented and executed Strategy that grew Annual Profits from c£30m to c£100m, Market Share from 15% to 30%, maintained Cost:Income Ratios below 30% and achieved high levels of Employee Engagement in excess of 85%.