The Government Legal Department (GLD) is the largest provider of legal services across government, working with all the main Whitehall Departments

A Housing Association specialising in housing for older people with 1700 estates across England, comprising Retirement Housing and Extra Care Housing together with 120 carehomes.

The Objectivity Partnership provides due diligence as well as financial, operational and commercial support for private equity, corporate and other investors and their investee companies.

RTS is a charity whose objects are the advancement of public education in the science, practice, technology and art of television.

An NHS Foundation Trust providing a comprehensive range of acute and specialist services- Senior Independent Director- Chair Audit Committee- Member Finance Committee- Member Quality Assurance Committee- Member Remuneration Committee

Metropolitan is a charitable housing association, with nearly 37,000 units, which provides accomodation for people on low incomes who are in housing need and care and support services.

The Company owns and operates four major national sports centres, three of which - Caversahm Lakes, Bisham Abbey and Lilleshall – played a key role in the preparation of British athletes for the 2012 Olympic and Paralympic Games.

StageWon hoped to be an online portal that brought together resources and networking to everyone passionate about the performing arts.

The Case Mangement Committee appoints its members to Groups to consider the scope, evidence and public interest issues of cases and where relevant approve Settlement Agreements.

Reviewing financial disciplines and controls and the integrity of monthly profit and cashflow reporting and the annual budget. Produced a report for the Audit Committee which is being used as an action plan.

AADB is the independent, investigative and disciplinary body for accountants and actuaries in the UK. The role of the ADDB was taken on by the FRC Conduct Committee in Sept 2012

Metropolitan is a charitable housing association, with nearly 37,000 units, which provides accomodation for people on low incomes who are in housing need and care and support services.

Working with the ITV team and other consultants an application was made to Ofcom for ITV to renew the financial terms of its Channel 3 licences. The output was a submission document supported by a 5 year valuation model.

Following the Carlton/Granada merger became FD of Broadcast division before taking up a Group role in late 2005. Created new finance team for the broadcasting division from the predecessor companies through a process of fair selection and subsequent team building. Managed the over delivery of the Broadcasting synergy target of £25m during the integration period.Involved in the OFT review of airtime credit policies and the subsequent negotiation of an innovative credit insurance solution which reduced ITV’s overall credit risk. Managed the consultation process, with the regulator, Ofcom, which set the methodology for the review of financial terms of Broadcast licence payments. £135m savings in Broadcast licence payments achieved in June 2005. Responsible at Group for finance, tax, treasury, internal audit, and procurement. Part of the senior management team directing the Enterprise Risk Management programme and managed the team responsible for assurance. Exposure to City analysts, banks and rating agencies. Member of the Management, Investment and Treasury Committees. Sponsored and directed the finance transformation project driving significant systems, reporting and controls improvements, the creation of a business service centre, improved procurement policies and major cultural change.

Joined as financial controller for Carlton Television and reached level of Deputy Group FD before the Carlton/Granda merger.Responsible for setting up accounting and reporting systems including selection of software, staff recruitment and development of the control environment, prior to launch of Carlton Television in January 1993.Following the merger with Central Independent Television PLC played a key role in realising budgeted annual savings of £15m from the merger and establishing more efficient operating systems and culture. Responsible for managing the licence renewal process with Ofcom in mid 1998 resulting in lower Treasury payments totalling some £30mPlayed a key role in both the abortive merger with United News and Media and the subsequent acquisition of HTV in 2000. Managed the realisation of £4m of savings from the HTV acquisition and a further £15m of savings from the Carlton Group’s media businesses.Increased speed and quality of Group reporting by introducing working day 7 full P&L flash data and rolling 3 year profit and cash forecasting. Also reduced the year end reporting timetable by 3 weeks and streamlined the 20F reporting process.Part of the team involved in the agreement of a £2.5bn merger with Granada plc in 2002/3. Heavily involved in the Competition Commission enquiry, the merger due diligence and shareholder documentation including evaluation of synergies, accountants’ report and working capital forecasts.

TV Brodcaster for South and South East England. Lost its franchise in 1992In addition to day to day responsibilities part of the small team that worked on the, ultimately unsuccessful, franchise application. Responsible for preparing the 10-year financial model to support the application and project managed the application process. Following the loss of the licence, played a key role in the preparations for the wind down of the company, including negotiation of sale of assets to incoming franchise holder and dealing with HR issues as all staff were served notice.

Joined as a trainee accountant straight from university, qualified first time and progressed through the firm reaching the level of senior manager. Ultimately managed a staff of 40 people and a full client portfolio in the following sectors: media, construction, charities, banking and outsourced services.