Throughout these years I was central to the activities of the head office team reporting to senior partners of the PwC Leadership Team, managing the complex allocations of cost to territories to fund global costs.I ran the global budget cycle for the first 2 years of PwC’s existence, and also carried out due diligence on the mid-tier C&L firms immediately after the merger. As the business developed over time, my role evolved to cover three separate and diverse activities.1) Managing the activities of the Service Companies that dealt with the charging mechanisms for the costs associated with the global umbrella of the organisation. 2) Leading the global data warehouse team, who developed the application that collects client revenues so that partners responsible for MNCs can see global revenues for each MNC client.3) Managing Ad Hoc projects, such as mergers of firms, sales of firms, rationalisation of the service companies and dealing with the resolution of one off issues with specific single territories, including inputs from the office of general counsel, tax departments and other parties with a stake.

For 2 years up up to the merger with C&L in July 1998 I was the PWE planning manager running the budget processes for PWE and at the sametime we were working more closely with PWUS. Then at the start 1998 I started to work on the proposed merger with C&L and was lucky enough to be in the room when the deal was fixed.

• 1 year as Assurance Finance manager in London• 5 years as a trainer designing, running and delivering training events, many on a pan European basis while based in London• 8 years as an auditor in Birmingham