Business Planner UK specialises in financial modelling and new business plans for small start-up companies and sole traders

● Working with the project managers to forecast project costs and incomeand ensuring correct control procedures are in place.● Maintaining the project management system and suggesting improvements to the system, this includes the development and testing of a new project management tool.● Assist with producing the monthly accounts and ad-hoc analysis. • Development of financial models for presenting results to clients and designing reports to reconcile income.

● Analyse monthly performance of the central organisation in order to present the results and commentary to the senior staff team. ● Production of quarterly forecasts, annual budgets and five year strategic plans. • Development of financial analysis for new initiatives, including business change projects, pricing changes and new membership offers.• Reporting and analysing our event activity, including analysing drivers and indentifying patterns and best behaviour. Designing a model which assists in the planning, governance and authorisation of new events.

Initially employed on a 12 month maternity contract to cover sales and OPEX controlling – this was extended in Dec 2014 to cover a logistics project.Sales & Opex Controller• Sales Reporting - Reporting across the UK, analysing trends and prices, liaising with sales directors and reporting UK forecasts and results to European sales directors. Building the 2015 sales budget.to ensure sales targets were met. This role involved producing new reports to easily analyse and communicate trends across the UK and the Netherlands. • Project Reporting – designing and maintaining a suite of reports to analyse our £30m Braveheart Project which invested in our Scottish business in order to diversify its product base. • Reporting and analysing our OPEX expenditure, including reporting to cost centre heads, and European directors. Building the 2015 OPEX budget in conjunction with functional heads. This involved designing a new set of reports together with a new SAP download / upload mechanism.Logistics Controller• Analysing customer stock balances and designing new reports to ensure these are managed effectively via liaison with the sales directors. Ensuring our provision for stock losses effectively matched the current business situation.• Reporting and analysing our logistics expenditure, including analysing drivers and forecasting future trends, designing a new suite of reports which aligned with European logistics reporting.

• Designing and Building the company’s Long Term Financial ModelAnalysing the business’s operating processes and designing a new model to reflect the true profitability of all deals through the business. This involves building testing, documenting and implementing the new model.• Client Forecast P&LBuilding Budgets for our clients across all our brands. Providingcommentary on performance and areas for improvements. Suggestingchanges to contract structure to enhance future performance.• Client P&L ReconciliationsComparing actual client performance to that forecasted, revising forecastsand providing input into the pricing process. Reducing risk by devising newprices and risk mitigation strategies.• Cost AllocationsUsing various allocation methodologies and drivers to allocate coststo brands, products and services in order to understand how our business worksand which levers to use to increase profitability.• Portfolio ConsolidationAnalysing our overall portfolio at brand level. Providing detailed backgroundinformation to allow drilldown and analysis of the results. Building high levelboard reports analysing the differing income generation strategies of our brandsthus allowance best practice to be shared.• Weekly and Monthly Revenue reportsProducing weekly and monthly revenue and profit reports showing exceptionsand trends• Business Case AnalysisAnalysing specific product business cases for risk and payback, giving reports tosenior management as to the anticipated returns and likely success of the projects

•Providing a financial bid management service to ensure new clients achieve an acceptable return. This involves liaising directly with clients and operational heads to achieve a smooth transition from bid to operational status.•Monthly profit centre management duties for 4 cost centres covering sales (internal and external) and due diligence activities. This involved using SAP accounting software and bespoke Capita forecasting tools.•Designing and Implementing Pricing models to ensure any new smaller clients were taken on in accordance with Group policies and goals.•Formulating and communicating the sales strategy messages to our internal colleagues and designing processes to ensure their smooth operation.•Input into our “Big Ticket” sales process whereby Capita bids for large public sector contracts. This involved being the sole point of contact for modelling the HR aspect of these contracts.

•Maintaining an effective UK pricing strategy to drive improved business margins: - This involved liaising with the board to write a pricing policy, designing tools, processes and systems to ensure this was effectively managed.•Calculating the shareholder value of clients: - Designing and implementing a system whereby the profitability of all our clients could be determined. This led to actions to improve the profitability of these relationships.•Consolidation of the clients P&Ls for both our internal board use and also for communication to our investors.•Liaising with the global pricing community – this ensured Adecco UK & Ireland complied with the group polices and also helped share best practice amongst the pricing members.•Providing support and direction for bid negotiation: - Producing client cost saving schedules to remove the focus on pure price in our offerings.

•Building a European Database to allow analysis and benchmarking of costs and cost drivers across countries and clients, using Excel and Visual Basic to analyse where improvements could be made.•Designing a forecasting system to allow branch managers to forecast results and flex budgets.•Liaising with our European colleagues to ensure best practice through the network.•Consolidating EMEA client offering and producing commercial analysis to show the true value of different pricing options.

Profitability Unit Manager 1999 - 2003Designing, writing, testing and implementing a new business model which fully took into account the full complexity of our business, this included :-Portfolio attrition analysisBad debt timingTrue income recognitionPhased Profit Fall in forecastAbility to complete “what if” – Monte Carlo analysis