UK Performance Firedoors LTD t/as Firedoors is a leading UK manufacturer of fire and acoustic door and door sets.

I pro-actively aid clients as a ‘quasi’ financial director/controller supporting the management team, from management accounts through to statutory accounts, improving the accuracy of financial and commercial information resulting in more meaningful decisions to be made. I help to develop business strategy, working with the directors/senior management, to provide a different perspective of the business. I have worked with a number of clients to identify sources of external finance and grants, including investment, resulting in a number of successful applications.By challenging the status quo I have helped companies improve performance through cost control and improve operating efficiencies. Highlighted and implemented improvements in the IT systems of a number of clients including the implementation of ERP systems.Other benefits, such as successfully managing business relationships with the Bank, are realised. Offering both financial and general management services, I work closely with SME organisations across all business sectors to improve profitability utilising a unique combination of cross-functional and operational experience. Building upon extensive general management experience, I am able to raise commercial awareness with the view to driving a business forward.

With key responsibilities for the UK companies (together with group consolidation) my focus is to bring in strong financial controls throughout the group. Supporting the COO/CFO with the operations of a successful and rapidly growing organisation I will bring my skills and experience to encourage change and develop a culture of innovation.

We repair and replace failed steamed-up double glazed units, locks, handles and hinges. We also replace old polycarbonate on conservatory roofs for new polycarbonate or high performance glass.We currently operate across the UK and are looking to recruit experienced glass fitters to join our expanding teams.For more details, view the website at www.windowgeeks.co.uk (http://windowgeeks.co.uk/)

Brought into the £14m t/o family business to address and improve systems (including communication) throughout the company. I introduced and led the implementation, as Project Manager, of a fully integrated ERP system (Access Dimensions and Focal Point) to replace the ageing and outgrown legacy systems bringing significantly increased control and visibility, leading to increased profitability. I also successfully steered the business through its first external surveillance audit of the ISO 9001 quality management system, together with introducing improved controls and ensuring the policy reflected reality.

This fixed term contract (initially only for 6 months!), reporting to the CFO, was to provide leadership and strategic direction to a £6m t/o subsidiary on all commercial matters and to ensure that there was an effective stewardship of the business’ financial assets and that commercial opportunities were maximised and balanced against risks. I significantly improved margins in a depressed market by driving commercial awareness and provided effective leadership and management to a team of 20 staff, responsible for budgets of £2.5m generating savings of 15%.

Reporting to the Managing Director (with additional responsibilities to the US based CFO), I was responsible for the close management of the finances for the £12m t/o, multi-sited UK subsidiary, which operated in two distinct markets, together with the general management of the Wrexham plant. During my tenure I significantly improved cash flow, by reducing debtor days from 100 to around 60, releasing approximately £500k into the business. I led the implementation of a fully integrated ERP system (Infor Visual Enterprise) across the business. I implemented controls and procedures into the organisation to enable the UK to become Sarbanes Oxley compliant.I was responsible for the rationalisation of the business from four to two locations. I led the redundancy process and successfully encouraged the employees affected by the closure to exceed targets, which contributed to the company's profitability and service measures.

This role, covering the management of 160 employees across 2 shifts, reported to the Operations Manager. I ensured that challenging production targets were met in full within Lean Manufacturing principles and within budgeted cost and timescale whilst delivering continuous improvement, training in Lean principles such as 5C, identifying and implementing cost improvements, removing waste (non value added activities).Successful in reducing 'takt' time by reorganizing workflow and removing waste (non productive activities) from work packages, resulting in savings of 3 hours per set of wings (4.6 sets per week).Encouraged service departments to work with the principles of Lean Manufacturing.Actively involved in regular communication sessions with employees and encouraging dialogue with trade union officials.

Reporting to the Snr Vice President & General Manager of Graham Packaging Europe (€200m turnover), this role covered the management of the £12m turnover UK plant. I ensured the plant achieved aggressive budgets and targets through performance and cost improvement programs. I also retained the role of financial controller.Managed, motivated and led 104 employees working in a continuous multi-shift operation ensuring the production was manufactured efficiently and cost effectively within predetermined quality standards (ISO, HACCP, WCM). Empowered the management team by developing an understanding of financial needs and targets.Personally led negotiations with Unions covering the UK site closure and the transfer of work to Europe. Professionally managed all business issues to a successful conclusion.

Reporting to the Factory Manager with additional responsibilities to the Vice President Finance for Europe, this role covered all the accounting requirements in both UK & US GAAP, forecasting and statutory accounts. Responsible for a small team of 3. I successfully managed cash flow requirements together with numerous significant inter company loans.Instrumental in the implementation of SAP (4 modules) replacing the existing business system. As a SAP 'super user' actively involved assisting sister companies across Europe with their implementations.Assisted with the creation of a final salary pension scheme with assets in excess of £4.5m.