As part of the executive Board team, reporting directly to CEO, successfully turned around the business from declining revenues into an innovative fully integrated foreign exchange specialist with an international footprint. Completed the sale of Moneycorp for over £200m to Private Equity business Bridgepoint in September 2014. Within the executive team I was responsible for developing and executing the international growth plan for the wholesale banknotes division, international business development and competitive tenders across all products and services. I successfully remodelled the wholesale banknotes division; infrastructure, team and proposition. The business rapidly gained international marketshare as a tier 2 wholesale supplier. EBITDA for the division increased from breakeven to on target EBITDA of £3.8m over the course of my 2 year tenure.

The role of Business relationship director was part of the EMEA executive management team, reporting into Regional Divisional Director. I was responsible for building strategic relationships with third parties (airports, railway and downtown) and creating new opportunities through exploring new business partners.Key to the role was negotiation, leading large project teams and managing the tender processes upon receipt of request for proposals (either formal public tenders or tenders by invitation) from start to finish. Throughout these projects I also liaised with marketing, human resources, legal and finance and developed te strategic responses for each in order to win the tender process.

GWK Travelex, foreign exchange specialist, the industry leading global financial institution with over 6500 employees represented in 39 countries. The Dutch entity GWK consists of 450 employees, 51 branches and holds close to 100% market share through the outsourcing and vault operations in the Dutch market, contributed 17mlo EBITDA (2010). As CFO I was responsible for the strategic direction, objectives, and timely delivery of targets for the treasury, reconciliation, finance and the controlling department (17 FTE). As part of the executive team I held joint responsibility with the CEO for defining, monitoring and achieving the strategic objectives for the company. Within the team my focus and responsibility was to lead, expand and professionalize the financial organisation, shaping and defining a timely and uniform reporting structure in order to improve the insight of the business and translating this into relevant, reliable and practical information to steer, monitor and track the business performance, whilst ensuring all accounting activities complied with the statutory and legal requirements.