Trustee and Chair of Finance Committee at TPG, Soho, the UK's leading photographic gallery. My role as trustee, with a financial specialism and alongside the wider Board, is to work with the Executive to champion photography for everyone. The gallery's aim is to stimulate public understanding and engagement with photography and its value to society.

Boa is born from my love of natural materials, traditional styling and the thought that beautiful childrenswear should never just be for 'best'. My focus is on sustainable production, fair manufacture and limiting the impact that fashion has on our environment. I am a mother to 4 boys who has always tinkered with fashion-my own love and also production through various courses at LCF. I wanted to use this passion to create something that I struggled to find for my own children-smart clothes, beautifully made and thoughtfully designed for all that children experience in them. I would like to create pieces that truly stand the test of time and that can have a different experience through each of their lives-clothes with a story to tell. www.boawool.co.uk: Insta:boalondon Press@boawool.co.uk

Leadership of a team of c60 across Finance, Technology, Legal and Procurement, I own the strategy across these directorates and work to support the museum directors, Board and COO in developing sustainable mid term financial plans. The Group consists of 5 National Museums plus a National Collections Centre housing the growing collection of objects cared for on behalf of the Nation. Significant funding as an Arms Length Body of DCMS, the Group stakeholder relationships spread across the cultural sector and through DCMS to the Treasury. My role at SMG is as lead Executive at the Finance Committee, Audit and Risk Committee and a number of internal Boards and Steering Groups as SMG drive forward their 'Inspiring Futures' strategy and a number of key large scale capital projects. Key commercial activity includes relationships with key funders/sponsors and a variety of enterprise initiatives to drive 'own' income.

Working through second stage investment opportunities as CFO within the tech investment portfolio.

Contract to support the charity following a reorganisation process and strategic review. Development of a clear near and mid-term budget to enable rapid progression into a new operating model, extended to support the CEO and Board in development of a holistic 3-year strategic plan for the charity. Review of controls and internal audit agenda. Development of new financial and operational dashboards. Full redevelopment of corporate risk framework and register. Review of current skills and opportunities within the finance team, clear focus on building partnership principles. Year end audit process, including writing the financial and strategic elements of the annual report and accounts. Included navigation and leadership around emerging covid-19 impacts and assessment of longer-term policy principles to support sustainable delivery of the organisation’s mission-supporting everyday equality for disabled people. Minimised financial impacts of covid-19-successfully recognised by board.

Interim support heading the Legal, Finance and Technology directorships through a critical time in the organisation’s strategy. Primary responsibility in supporting the CEO and board in financial decision making through a key government retender process (>£200m overall contract, including working with sub-contractors) and development of business structures across functions to support mid-term strategy (cost reduction of >20%). This included development of org design principles, operational performance management and significant involvement in board/sub-committee engagement in future strategy. Leadership through year end and audit process, including editorial on the annual report. Led design of a new suite of operational performance measurement tools and KPIs for the Executive and Board. Support and mentorship for finance director development.

An information business shifting from a large and historic print base to an online and technology solutions portfolio. Largely subscription led. As part of the local and global Executive Leadership Teams (ELT), I was responsible for leading a finance team of both on and offshore talent in supporting reporting and financial strategy development. - developing clear visual analytics for reporting - advising on financial strategy and development of appropriate interventions to drive sales and revenue performance over the short/mid/long term - representing the business at global forums including quarterly financial presentations;- M&A activity, including the acquisition of Business Integrity and divestment of non-core businesses: preparation for sale; conducting management meetings; leading due diligence; approaching potential purchasers and agreeing share purchase arrangements;- Launching new products/content to market from development of initial business case through to pricing and commercial policy;- Outsource of process, reporting and some analysis activities to offshore centres;- Setting and executing against clear commercial governance and pricing frameworks;- Leading commercial negotiations for partnerships- Development of 3-5 year and short-term financial plans;

Key achievements included:• Finance Director for a number of operational areas, including Procurement and the Licence Fee, covering budgeted income of c£3.7bn and overall costs of c£0.4bn• Leadership of part of a key Finance transformation/change programme, delivering cost savings across the Corporation (c20% in Finance)• Delivering a suite of clear, simple management information to support decision making and enable Finance to be a credible business partner, including specification and build of over c30 enhanced/new business reports in a newly designed framework;• Developing and delivering a training and deployment strategy for these new financial tools;• Significant stakeholder engagement through change-management of dependencies and delivery risks;• Strategic advice and guidance through major procurements and 3rd party contractor relationships with offshore and outsource teams;• Responsibility for financial analysis and reporting for the Radio, Live Music and events output;• Member of the Radio Finance Committee and Strategic Contracts Board;• Financial lead for set up of the Radioplayer partnership (still successfully operating with a number of independent broadcasters);• Development of BBC’s on screen/air talent strategy and part of the Talent board;• Regulatory reporting and assisting in strategic and NAO review processes.

Leading a small team, I was responsible for providing financial support and analysis for Burberry International Wholesale, Supply Chain and Product Divisions. Key achievements include:• Ensuring current luxury market awareness and impact on proposed financial planning• Liaison with divisional Senior Vice Presidents of all divisions (including Runway) to develop strategy, assess risks and provide analysis for decision making• Production and presentation of seasonal and territorial information for the monthly board meeting • Successful delivery of clear budgets and in year forecasts • Involvement in the design, implementation and training of SAP across the business• Pricing and margin analysis leading to changes in production sites (including visiting key overseas suppliers)• Effective cost control in challenging, understanding and ensuring visibility of operating costs • Contract re-negotiation with suppliers and key sellers• Coaching and training both team members and non-finance personnel (I am a trained trainer).

I trained as a Chartered Accountant (CA) with PwC-initially specialising in audit of Insurance and Investment Management companies, I moved into Transaction services before settling in M&A.