Financial accountability and business partnering for £1Bn investment programme.

Appointed to Senior Finance role, responsible for all Financial, Planning and Analysis aspects for a £1.5bn Smart Metering transformation programme, providing honest board reports and recommendations. Recruited a finance team of 5, and utilised KPI dashboard to control operational, financial and regulatory targets for 6,000 FTE personnel and 5m customer accounts, running monthly risk and resolution reviews. Reconstructed Ofgem / Department for Business, Energy & Industrial Strategy regulatory reporting needs.Developed strategic business case, cost impacts, performance options for board approval of £700m contract process for scaling up capacity for onshore and offshore customer services and field engineers.Achievements:• Successful lead for ‘start-up’ enterprise, establishing business partnerships with every sector, providing disruption, benefits, incremental change and project impact explanations to UK and French boards • Accommodated +650% rapid scaling over 4 years within a controlled forecast and no surprise framework • Established innovative scheduling initiatives to improve productivity by 50% in unionised environment• Optimised supply and demand resource model, saving £20m p.a. on negotiated contracts, and achieved £10m saving on £100m cost base benchmarking internal field capability with external providers

• Responsible for delivering five year plan for a £5bn turnover business covering multi disciplinary activities to demanding deadlines. The process involved comprehensive senior stakeholder engagement and ownership of agreed business targets.• Created a new Decision Support team to support and challenge the Board with key investment decisions. This team went on to win the prestigious Chartered Institute of Management Accountants (CIMA) world-wide "Innovation in Business" award.• Achieved the turnaround of £100m a year loss through strategic and pragmatic B2C and B2B customer service, field services, marketing and project reorganisation, during an extremely volatile period • Business case lead for off-shoring customer services, 25% cost reduction, no loss of service standards• Rationalised 6 sales channels totalling £80m through P&L analysis, saving £10m p.a. whilst retaining business growth

Promoted to senior executive team, responsible for £200m OPEX, to devise and implement strategic new integration and business operations support for doubling of personnel to 4000+ and cost synergy savings.Successful operational control of internal growth and rapidly expanding customer base, managing 130 strong Finance, Training, Performance, Business, and Sales Commission teams to meet field service needs.Achievements:• Saved £65m by leading cross functional team to slim down national contract portfolio

Appointed to head Financial Planning and Analysis, establishing new team for £100m new business in meter installation and reading, managing day to day financial activity during a period of substantial change and rapid growth.Achievements:• Became an integral element of EDF, successfully integrating 3 companies and achieving HQ synergies

Led teams to instigate upgraded / updated IT systems, establish new finance system, provide tight control and compliance management, and developed a data rich ‘routes results’ assessment frameworkAchievements:• Headed contract tender bids covering all aspects of the rolling five year process, leading all financial aspects of the acquisition and integration of London bus company as part of growth strategy

Built financial model and supported Finance Director through a successful Management Buy Out and eventual sale to a major industry player.Led financial due diligence on acquisition of another bus company.

Created business cases, financial appraisals and impact statements for tech and infrastructure investment projects up to £250m.

Gained valuable experience from six month placements in core financial disciplines at different operating sites.