Newly created global division providing engineering, operations and maintenance services across Oil and Gas, Chemicals, Power (incl. Renewables), Water, and Pharmaceuticals. Responsible for Finance and Commercial and for a $3bn business with 15,000 employees. Lead a team of 250. Report to CEO, Operations and Group CFO.Co-creation of the business growth strategy and delivery plans and successful presentation to the Board. Delivered first year resultsDelivered above budget EBITDA performance in first year and in line with external guidance through a combination of cost management and commercial leversDelivered record DSO through a combination of enhanced metrics and roll-out of best practice cash management practicesAchieved high engagement score while optimising the Finance organisation against the Finance Vision and Target Operating Model

Asset Solutions Americas provided design, construction and operations services across the Oil & Gas, Chemicals and Power (incl. Renewables) sectors, with single projects of up to $750m. Responsible for all Finance, Commercial, Supply Chain and Shared Services for a $4bn business with 18,000 employees (largest group division). Additional oversight for Legal, IT and Tax. Led a team of 800 and reported to CEO, Asset Solutions Americas and Group CFO.Integrating two $2bn businesses plus legacy acquisitions while delivering growth.Pre-COVID, supported EBITDA growth of 20% over a two-year period including the delivery of $40m of first year synergies. Post COVID, partnered with a new CEO to drive cost savings of $130m, through benchmarking, supply chain and challenging businesses efficiency.Designed and implemented new Finance Operating Model; achieved cost savings of $6m (15%) and step change in performance through organisational redesign, talent management, integrating shared service centres and migration onto Oracle.Improved governance and performance by strengthening the Commercial Function; implemented robust tender and project reviews, profit improvement plans, insourcing of the contract review team and upgrading key leaders.To support the Group’s deleveraging target, delivered 3 years of progressive working capital improvements (DSO and cash flow conversion); reduced time to bill, implemented short-term cash flow forecasting, and produced key metrics to ensure accountability across the business.

Amec Foster Wheeler was a FTSE 250 global engineering group focused on oil & gas, power, clean energy and mining; 35,000 employees, £5.5bn revenues. Acquired by Wood Plc 2017. Led finance function for Amec Foster Wheeler’s largest and newly created £2bn division with 15,000 employees. Responsible for a team of 50 and reported to President and Group CFO.Led the Driving Competitiveness Workstream and was appointed by Group CEO and CFO to drive this element of the Transformation Program. Delivered £125m through detailed metrics, organisational design, challenging business reviews and supply chain optimization.

Responsible for all finance (including reporting, SOX controls, tax and treasury) across a £500m division and 3,000 employees. Led a team of 20. Reported to the Managing Director.

Foster Wheeler was a global engineering and construction group focused primarily on refining and petrochemical sectors; 13,000 employees, $3.5bn revenues. Acquired by Amec Plc 2014.Highly autonomous role responsible for all finance (including reporting, international tax, treasury and an overseas shared service centre) for a £500m autonomous region with 2,000 employees. Led a team of 80. Reported to CEO, EMEA and E&C divisional CFO.Managed the UK defined benefit (DB) pension scheme with £500m of assets and liabilities.

Expro is a leading oil field services provider, supplying a range of technologies and engineered solutions to the upstream oil and gas sector. As a well-established FTSE 250 group, Expro was acquired for $4bn in a leveraged buyout led by Goldman Sachs in 2008.

Report to the CFO and responsible for both Group Finance and Functional Finance representing 220 employees. Responsibilities include all management and public reporting, external audit, internal control and financial systems, budgeting and strategic planning, treasury, and investor relations.

Reporting to the Group Financial Controller with responsibility for the Group Finance department of 20 people. The role was responsible for all PLC reporting, management reporting, day-to-day treasury and group payroll.

Reported to the Chief Operations Officer and a Business Unit Director, with a functional line to the Group Financial Controller. Responsibilities included the evaluation of all significant financial tenders (IRR, payback, commercial risks, capital rationing), managing the finances of significant capital projects and various special projects including oversight of our entrance into China and integration of a minor acquisition.

Reported to the President of Europe and to the Vice President of Finance based in the US. The role was responsible for all financial matters within the UK including the finance team, IT, Fleet and Facilities with staff of 17. I was a key member of the UK Senior Management Team, ensuring that all financial issues facing the company were communicated and understood.