Michael Wrightson Email & Phone Number

Northampton, England, United Kingdom

Reporting to the Programme Finance Director, led the Order to Cash (O2C) stakeholders in the selection of a strategic finance software solution and system integrator as part of a wider business modernisation programme.Agreed the current and future business requirements with twenty O2C stakeholders representing all brands: Travis Perkins; Benchmarx; CCF; Keyline; BSS; Plumbing and Heating; Toolstation and Wickes.Evaluated SAP S/4HANA, Oracle Cloud, Microsoft Dynamics and Workday software provider written responses and system demonstrations against the business requirements, as part of a formal Request for Proposal (RFP) process and agreed the relative scoring with the O2C stakeholders.Evaluated IBM and Hitachi system integration proposals as part of a formal Request for Information (RFI) process and agreed the relative scoring with the O2C stakeholders.Proposed software vendor and system integrator selection based on underlying O2C scores and key points of difference for ratification with the Steering Group.Acted as Order to Pay Business Lead until the role was fulfilled.

Birmingham, England, United Kingdom

Reporting to the CEO and Executive Director of Finance, reviewed the in-flight Microsoft Dynamics 365 ERP business wide transformation programme.Recommended cessation of the programme in its existing scope and key leadership changes to the Board to address the performance, direction and underlying cultural challenges.Choreographed and managed the programme change and assumed interim management of the 120 strong team across seven service directors.Supported the transition to a new leadership team and strategic direction.Implemented the Purchase to Pay Stabilisation Project as one of the first successful outcomes of the new leadership regime.

Northampton, England, United Kingdom

Reporting to the Financial Controller of the £1.5bn Plumbing and Heating Division and working with internal IT, Lloyds Bank, RBS Bank and APT cloud based BACS intermediary, led the Accounts Payable work stream to separate the Accounts Payable processes and systems from the Group and set up a new Accounts Payable function at a new office location in preparation for sale of the business- Recruitment, training and knowledge transfer for department of 16 staff and set up in new office location- Communication with automated EDI suppliers, postal suppliers and incumbent Shared Service Finance Director and management team pre and post business separation- System development, testing and cut over in conjunction with IT including Kofax invoice scanning; TrueCommerce automated EDI order and invoice processing; internal 'blue screen' invoice matching, approval, query management and payment proposal; Lloyds, RBS and APT BACS payments- Supplier onboarding, invoice processing and payment business process set up and improvement

Peterborough, England, United Kingdom

Reporting to the Director of Business Change managed the transformation of the Customer Contact Centre using analytics and process improvement, technology and Robotic Process Automation and outsourcing of transaction and first line support services overseas to realise multi million pound annual synergy- Realised initiatives: absorption of homeworker activity; development of knowledge management tool; internal call reduction; reduced offshore transaction processing requirements- In flight initiatives: process improvements; Robotics Process Automation and knowledge tool utilisation; online digital service improvements to the customer journey; outsourcing of transaction and first line support services- Pipeline initiatives: outsourcing of second line support services; chat services review and process improvement; further reductions in internal callsExpanded the Robotics programme into other functions outside Customer Services and introduced 90 day funding cycle

Manchester, England, United Kingdom

Reporting to the Chairman, CEO and Finance Director, managed the realisation of multi million pound annual ongoing cost and commercial savings from the integration of an acquired travel business and completed the system integration plans as a blueprint for further business expansion through acquisition- Agreement of the overall integration approach with executive stakeholders prioritising benefits realisation as stage one and main system integration as stage two- implemented design process to establish crystal clear set of synergy initiatives, approved by the senior executives, with accountability for delivery of interim TOMS by the business functions- Established effective governance structure with open culture to call out issues and risks- Delivered synergy initiatives through commercial supplier negotiations, senior management restructuring, business restructuring, location changes, process improvements, automation and customer migration to online systems- Developed system integration strategy and plan in parallel including system selection and 'localisation' requirements- Commenced implementation of the system integration to realise further business synergy

Chorley, England, United Kingdom

Reporting to the Finance Director and working with internal IT and implementation partner Azzure IT, managed the full life cycle implementation of Microsoft Dynamics NAV 2015 ERP across the Legal and Claims Businesses including:- Business, IT and HR stakeholder management and product selection- Standard, automated and scalable financial processes on a single accounting system replacing Sage Line 50 and Lawsoft/excel accounting- Standard chart of accounts and single master files- Automated payroll interface at employee level- Review and implementation of 14 interfaces and integrations- Automated processes across purchase invoicing, sundry sales, revenue and cost of sales accounting, bank reconciliation, VAT, depreciation, cash forecasting, intercompany and consolidation- Standardised financial reporting to support business expansion of a diverse group with 15 legal entities- Report cost drill down to employee and invoice line / image

Peterborough, United Kingdom

Project management of £3m financial systems roll out to Asia Pacific business region managing a team of 40 consultants and engaging over 70 FTE's at the peak of the roll out cycle migrating from DREAM and SAP financial systems to CODA financials. Business processes impacted include Sale to Receipt, Purchase to Pay, and 7 other core finance processes. Project completed to the end of the analysis and design phase.

Peterborough, United Kingdom

Treasury process migration of 180 bank accounts from HSBC to RBS including delivery of October 2016 SEPA payment processing requirements from SAP; cash and cheque processing for 1100 retail stores and independent businesses; credit card receipt migration and establishment of BACS payments with valid SUN ownershipReporting to the Change Programme Director, managed the merger of the UK&I finance functions and processes of Thomas Cook and Co-op Travel as part of a £35m benefits realisation programme. Migration included Hyperion MI, credit card and cash and cheque receipts, tour operator and overhead payments, banking and reconciliation, SAP GL accounting and reporting, property, payroll, fixed assets, vouchers and promotions, budgeting, store closure programme and transitional Coop service agreementTreasury and Accounts Payable process and volume improvements to reduce shared service FTE's by 38 (60%) and realise on-going annual benefits of £1m as part of a continuous process improvement programme£6m cash recovery from hotels following prepayment due to operation issues arising from business merger

London, United Kingdom

Process documentation and planning for Finance process migration of ABM Amro business acquisition

Heathrow, London

Reporting to the Board, managed 5 of the top 40 critical change projects as part of the business turnaround programme realising on-going annual EBITA savings of £2.7m.- Increased electronic parcel delivery information from 65% to 82% of parcels to improve operational efficiency and support strategic move into the consumer market- Implementation of monthly business management Board Report covering all aspects of the business and providing a single source of management information- Billing process re-engineering realising £1m incremental revenue annually- Monthly credit note transparency reporting identifying problems at source to support credit note reduction and increase customer retention. Invoice related problems are the second highest customer complaint.- Claims process re-engineering realising annual savings of £1.7mBusiness Activity Value Analysis and process improvement to reduce support function headcount by 25% realising on-going annual EBITA savings of £6.3m

Slough, United Kingdom

Reporting to senior management and working within a Japanese culture of consensus, transformed expensive and problematic e-learning programme with conflicting business needs and initiatives into recognised programme with approved Pan European plans.- Establishment of formal pan-European programme structure and teams to agree common e learning approach and consolidate a set of fragmented and conflicting business needs and initiatives.- Facilitation of stakeholder and implementation team meetings to develop and implement change controls, bring the existing e learning solution under control and improve system availability to significantly reduce customer frustration during the learning process.- Development of financial control and reporting processes to provide transparency to e-learning processes, benefits and issues at pan-European level to allow internal Programme Board to make informed management decisions.- Sponsor and stakeholder coaching and expectation management including agreement to focus on internal customers.

Milton Keynes, United Kingdom

Reporting to the learning and development Executive Director, successfully programme managed the re-engineering of the prestigious ICAEW professional ACA accountancy qualification to prevent loss of key customers to UK competition.- Project set up - structure, governance, finance, marketing and communication, decision making, reporting, implementation plan, team member and supplier selection- Syllabus rationalisation and development of learning materials focused on business understanding.- Development of assessment materials.- Stakeholder management and communication.- Pricing development and negotiation with commercial clients and suppliers.- Financial management including third party contract management and commercial negotiation.- ‘Sold’ the client on the importance of change and project management in a rapidly changing environment.Managed the justification, design, development and delivery of global qualification in International Financial Reporting Standards (IFRS) and Corporate Finance as part of strategic diversification into new global markets. - Development and approval of commercial business cases to meet impending regulatory change and continuous professional development.- Project set up - structure, governance, finance, marketing and communication, decision making, reporting, implementation plan, team member and supplier selection- Development of global CD and paper based learning materials and on-line ordering processes.- Development of on-line assessment and global delivery processes.- Stakeholder management and communication.- Global pricing and discounting development and negotiation with commercial clients.- Financial management including third party contract management and commercial negotiation.

London, United Kingdom

Northampton, United Kingdom

London, United Kingdom

Bletchley

Northampton, United Kingdom

Northampton, United Kingdom

Northampton, United Kingdom