Financial Director

Highly commercial role. Assisted in driving revenues from start-up in 2006 to current levels while overseeing growth in employees to current level of 70+. Support MD and sales team in creating attractive fee proposals in highly competitive environment. Production of profitability analysis, costing per client and rate cards. Undertake resource planning. Benchmark pay and bonuses. Develop and track monthly KPIs to assist decision making. Key influencer.Preparation of outsourcing business case and financial due diligence of competitors and potential acquisitions. Project management of property moves and negotiation with landlord and potential tenants. Contribution to all decision making. Attendance and contribution at all Board meetings. Review of H.R. policies and procedures. Recruitment of Senior Management. Set up of annual marketing day.Approved person by the Central Bank of Ireland. Chairman of monthly Risk AML and Compliance Committee. Review of risk dashboards and registers. Review Compliance and AML processes, legal documents and regulatory updates. Review of compliance, trustee and internal audit findings and reports.

Review of monthly management accounts and commentaries on variances from budgets. Present financials to Board on monthly basis and deal with any queries arising. Review of Balance Sheet. Presentation of report on Balance Sheet and P&L to UK FD. Deliver financial results within strict deadlines. Co-ordination and preparation of budgets. Suggest and implement cost saving initiatives.Review of VAT recoverability methodology in light of VAT inspection. Review and document procedures and internal controls within to ensure compliance with Sarbanes Oxley and best practice. Suggest and implement changes to procedures.Clear all outstanding internal audit items. Review of monthly/quarterly Central Bank returns.

Change Management role. Headed up the transition and re-location of the accounts payable, procurement, credit card and helpdesk functions to Manchester (from London) Oversaw migration of data to new system (SAP R3). Review of all processes and controls. Implement changes to meet Sarbanes Oxley requirements, Liaison with SAP project team to increase functionality. Presentations of system to other ABN Amro international entities, suppliers and internal users, ensuring high take up of process. Review of business case for migration of operation.Management role. Worked with head of procurement to recruit a team of 25 employees for new office in Manchester. Ensure adequate training and induction of all staff to new operation.Ensure existing team of 22 employees in London continued to operate efficiently through retention schemes. Oversaw and motivated two disparate teams in different locations (London and Manchester). Commercial role. Review and stream-line workflows and improve efficiency. Oversaw annual savings in payroll and accommodation costs, reducing accounts payable head-count from 22 to 18. Presentation of monthly KPIs and commentary to FD, Head of Procurement and COO.

Preparation of yearly global budgets and monthly forecasts.Preparation of monthly management accounts. Explanation of variances from budgets and large monthly movements. Monthly consolidation and review of overseas branch results and submission to head office. Monthly review, control and analysis of costs and revenues by profit centre and preparation of variance analysis. Preparation of year end audit file and liaison with internal and external auditors. Reconciliation of monthly revenues and closing balance sheet positions to front office. Ensure bond income in line with expectations based on balance sheet positions and applicable coupon rates.Other ad hoc project work included calculation of the production costs of products traded by

Direct report to the Finance Director of Hill Samuel Bank Limited. Document processes and group structure. Seek out and implement efficiencies to existing processes. Deliver financial results within Lloyds TSB group processes and deadlines.Oversee transfer of matured loans to Lloyds TSB books. Analysis of statutory results. Preparation and submission of financial returns to Head Office. Preparation of statutory accounts for all legal entities within the group. Consolidation of accounts of the Hill Samuel Limited group. Reconciliation of all inter-company balances and profit and loss items. Review of balance sheet reporting – including analyses of loans and deposits for Central Bank. Analysis of loan income for Central Bank reporting. Reconciliation of loan income to loan book. Supervision of three employees.

Management of a portfolio of approximately 100 clients. Planning and review of audit and accounting work. Preparation of consolidated accounts, cash flows, corporation tax returns and management accounts. Correspondence with the Inland Revenue. Preparation and review of monthly costing reports for billing purposes and preparation of budgets for audits/client work. Supervision and training of audit team of 10 staff. Provision of advisory services to clients on system and process improvements. Involved in the development of the practice, improving cash flows .