Develop and train a performant PMO team for a trust in FSM. Foster and fortify enduring relationship with regulator for implementation of the trust CIP plans. Design and execute an efficient cost control process to scrutinise and push back on all Trust expenditure. Manage overall facets of reporting, performance monitoring, and slippage mitigations as well as deliver complex messages to the Board and regulators. Formulate and deploy robust PMO governance and rigger in check and challenge forums associated with delivery and planning of CIP and Transformational plans. Oversee, drive and define pathway transformation on all elements around Urgent and Planned Care. • Led a transformation team with focus on aligning trust strategy with pathway changes in support of the CIP plans.• Initiated 17/18, 18/19 and 19/20 CIP plan valued at £50M with a contingency of £10M in year delivery.• Met and exceeded regulators’ demand of £60M RAG adjusted 2017/18, 18/19 and 19/20 CIP plans. • Implemented comprehensive Transformational plans around urgent care while liaising with pre-hospital, collaborating with system partners on critical support processes such as Primary and Social Care. • Focused on ED pathways and assessment spaces; oversaw patient flow attentively around Red to Green, Length of Stay, and Criteria Lead Discharge; performed post-acute functioning with system partners of Community Hospitals and Care Homes.• Fostered close working relationship with COO and divisional leadership on performance targets and improvements.• Conducted strategic workshops run with the divisions to assess working progress, superintending focus areas and strategic planning process for expansion and stopping of non-value services for our patients.• Delivered remarkable services around Overseas Visitors and the associated collection processes along with private patient treatment offerings.• Obtained High Level of Board Assurance rating for 2020 for PMO and Transformation processes.

Streamlined operations of high-demand PMO, including strategic planning of projects portfolio in line with requirements, services, and budget constraints. Involved in reporting, monitoring performance and KPIs, and communicating with board members as well as government agents. Developed inclusive insights of cost management improvements, complex systems implementation, financial recoveries / transformations, and trust administration. • Successfully surpassed £49M 2015 CIP plan target by £7M, 2014 £50m and 2013, £50m• Improved trust management by implementing governance and standard operating processes.• Initiated Trust plan around ‘turning off the taps’ related to expenditure while adhering to regulations and controls to avoid any disruption in the hospital and patient care functions.• Defined Trust Transformational plans around Urgent and Planned Care.

Advised division regarding complex business dealings whilst acting as a key member of senior management team. Served as SME in management accounting and business analysis functions, responsible for tactical decision-making and strategic planning. Supported efforts of team driving services excellence. Administered £100M budget from scratch combined with remarkable divisional alignment and partnership. Optimised division performance through development and successful execution of scalable monitoring processes. • Re-structured accrual process to boost working efficiency as well as released £600K for year end.• Reduced pay budget expenses by 15% by expert cleansing of expenses incurred in previous years. • Formulated and oversaw £4.7M cost improvement plans to achieve significant savings.• Minimised non-essential spending by 30% of Divisional budget by creating and employing trust’s cost saving plans and control processes to validate expenditure on a no PO no pay basis

Created and executed EMEA financial and planning processes as well as managed $120M P&L within organisation offering robust water treatment solutions for commercial businesses. Coordinated operations of seven direct reports while serving as Gatekeeper for all business sales across EMEA, AP, and AR. Performed as Operational Strategic Partner, responsible for growing and stabilising business. Supervised start-up of financial management functions. Devised and employed effective credit risk strategy to prevent from fraud. Functioned as Legal Entity Director at Companies House as well as Leadership Member for the Board of Directors.• Accomplished 100% compliance with business standards through proactive management of credit risks and legal enforcement operations.• Avoided bad debts write off £265K+ within six months by conducting comprehensive audits.• Decreased debtors by 50% in one year through processes re-engineering.• Lessened expenses by 33% by optimising operating costs. • Slashed headcount while driving financial reporting accuracy by rolling out SAP.

Developed and managed key risk management tools to control visibility and dispute resolution.Mitigated against a £2m bankruptcy loss on a key customer via robust strategy implementation.Reduced stock from £9m to £3m in six months through the design and implementation of a highly-successful campaign.Designed, implemented and trained users on key business dashboards allowing early warning indicators to highlight misalignment.Fostered a collaborative approach with business partners to proactively resolve and fix underlining root causes.

Managed, coached and trained a large AR team spanning multiple locations.Led full credit review of each customer; assigned credit limits and controls.Consulted with customers via meetings / presentations to analyse and delineate their requirements.Provided a full factoring service and managed issues with sold debts.Issued extensive Management Information (MI) reporting for portfolio controls and price/contract changes.Oversaw extensive customer payment plan activities.

Produced, closed and reported business financials while managing all business sales.Provided a full risk review on new and existing customers on a demanding portfolio.Deputised for the Business Leader, ensuring the service business provided a rapid response to jobs.Bank signatory for all Accounts Payable transactions.Led extensive MI reporting.

Managed a team of 26 staff based around the UK, accountable for AR portfolio of £230m on UK private sector customers.Led new customer negotiations and assigned and controlled all credit and risk aspects.Audited and ensured compliance for leasing tractions and actioned non-performance.Controlled Accounts Payable activity with bank account signatory.

Setup and developed a Claims function to support the business.Managed a direct team of three staff and 46 cross functional operations staff.Oversaw internal and external audits; ensured adherence to credit policy and legislation.Negotiated with lenders on claims decisions.Delivered extensive support services to lenders regarding non-payment and fraud.