B&SL is an entrepreneurial start-up business focussed on engineering innovation. Its vision is to be the go-to partner for ingenious and sustainable real-world solutions. Its mission is to make life better with appropriate solutions and resilient technology.The business researches and develops solutions to customers’ problems. Each problem represents an opportunity for improvement, to make life better with appropriate solutions and resilient technology.B&SL also seeks to commercially exploit owned intellectual property as a result of completed research and development projects through manufacturing when a strong market is identified. The Universal Battle Trench (UBT) has been tested in conjunction with the DASA and DSTL and we are actively seeking commercialisation opportunities. If your force protection plans include trenches or other battlefield earthworks we'd be happy to discuss your requirements. Our disruptive 4 person battle trench aims to replace the 70 year old split hairpin trench with a simple, safe, efficient and modular system. The aim is to make the front line soldiers safer from 21st century threats with 21st century design.

PE backed skin treatment business with circa 85 locations across the UK.performed DD, negotiated for and acquired 2 companies through pre-pack administrations (including Harley Medical Group).Assisted on the acquisition of Adonia Medical Group and in refinancing.Improved reporting and accounting processes.

Listed PLC with over 200 locations across the UK. Brought in to investigate complete breakdown of accounting and apparent false accounting. Constructed cash flows from scratch (there being no reliable accounts) and started to address accounting issues.Identified loss making locations, developed closure and turnaround plans.Liaised with banks.Left when business had to be put into administration.

CVS Group operates 500 veterinary surgeries (in the UK & Holland), 4 diagnostic laboratories, 7 pet crematoria, an online dispensary, a veterinary recruitment business, a buying group and a pet Insurance business.Main Board Director with direct responsibility for Finance, IT, HR and MiPet Cover pet insuranceKey achievements:• Overseen a trebling of EBITDA in five years to over £50m and a 7 times increase in market value to £700m.• Developed Group strategy with CEO. Introduced strategies for Finance, HR and IT.• Developed the strategy for a pet insurance business (MiPet Cover). Oversaw the development of the brand, the development of the business and its launch and ongoing operation.• Negotiated 5 new bank facilities, the largest a £190m syndicated facility, to allow growth.Successfully managed two placings, one on £30m and the other of £60m.• Negotiated 8 acquisitions with combined purchase price of £77m. Overseen over 100 acquisitions.• Reorganised, significantly strengthened and developed underperforming finance function to provide more accurate & prompt reporting. Implementing new finance system.• Introduced a business analysis function to provide robust analysis of results & business proposals (capital expenditure & acquisitions).• implemented NAV Dynamics ERP system.Implemented a robust budgeting system and redeveloped the budgeting process introducing action planning.• Centralised & modernised training & recruitment functions, improving quality & reducing cost. • Developed the IT team, doubling its size, to provide more secure systems & improved service.• Overseen the development of a single front office system for all surgeries allowing the collation of company data for better understanding and development of the business. Implementing stock control systems at all sites.• Introduced an Internal Audit function and revamped the Group risk management processes.

A leading UK bingo and gaming centre operator with turnover exceeding £70m from 180 locations countrywide. Private Equity owned.Responsible for leading the development of the Finance function, improving reporting and supporting the business.

The UK’s leading casino operator. Turnover exceeding £200m. 43 UK locations. 3,500 employees. Ebitda over £40m.Responsible for all finance, IT, company secretarial, legal, insurance, company pension, licencing functions & environmental policy. Partner to the CEO.Key achievements: Improved ebitda by over 100% to £40m. Worked with Chief Exec to introduce strategic and action planning across the business. Partnered operational MDs, bringing pace to decision making.  Introduced dramatically revised Board and management reporting including KPIs linked to Group strategy. Developed product profitability reporting. On joining, identified the Group was about to break its bank covenants. Developed plan to rectify and negotiated with banking syndicate. Drove cost reductions totalling £28m ensuring the Group met its bank covenants and significantly improved profitability despite falling income.  Revamped capital appraisal processes. Oversaw appraisals of acquisitions, relocations, new equipment (over £20m) and major projects (£280m & £140m capital).  Led project to introduce flexible benefits for staff. Closed the defined contribution pension scheme. Built finance function strategy. Reorganised the function, introducing 17 new staff with robust expertise. Cut costs by 20%. Introduced staff appraisal and development process. Introduced forecasting procedures and new budgeting system.  Cleansed the balance sheet, identifying over £12m of adjustments. Initiated strategic review of the IT function. Sponsored projects to replace the two main IT systems used in the casinos. Developed new relationships with key suppliers (insurance, tax, audit, pensions, IT suppliers, lawyers), reducing costs by over £1m and hugely improving service. Resolved numerous historical tax issues, obtaining tax repayments of over £5m and dramatically improved relationships with HMRC. Developed offshore structure for major project potentially saving £4m tax.

Customer sales of over £1.2bn, 1,600 branches and 10,700 staff• Pharmacy. Turnover £410m, 460 branches, 3,900 staff.• Funerals. Turnover £210m, 626 branches, 3,000 staff.• Travel. Customer sales of £500m, 300 branches, call centres, 1,800 staff.• Others: insurance, shoes, legal services, department stores, engineering.Responsible for: partnering the Divisional Chief Executive and business Managing Directors to set strategy and drive business results; developing finance department strategies, functions and staff; and shared service centre. Member of group risk committee and pension fund trustee.Key achievements: Improved profit by 40% in two years. Doubled the size and profit of the Pharmacy business, largely by acquisition, spending over £200m in three years. Negotiated £16m acquisition of a new business and a joint venture arrangement to begin a new business. Developed the finance functions’ strategies providing vision for future service. Replaced 6 finance heads. Re-staffed 3 finance departments to enable development. Implemented forecasting system. Developed business plans for launch and implementation of two new businesses: End of Life Planning and Legal Services. On the Group Finance Transformation Programme steering group, setting and driving the long term Group finance strategy to improve performance and reduce costs by £12m (over 30%). Reduced Funeralcare debt (by £10m) and bad debts, saving over £1.5m p.a. Reduced Pharmacy stocks by £5m. Resolved major accounting breakdown (£20m write off) in Travel business. Drove long term project to correct processes and controls and replace systems. Improved profit of Shoefayre business by £5m and trialled new stores. Disposed of the business. Oversaw closure of Department Store business including: disposal of 39 stores worth over £175m; negotiated 7 store disposals for £40m; organised tender process for other stores; and negotiated transfer of buying group.

Retail conglomerate with turnover of over £7bn, 3,300 stores and 70,000 employees. • Food Retail - turnover £4.5bn, 1,723 stores.• Specialist Retail Division – turnover £1.2bn (see below).• Financial services: bank (income of £0.8bn), general and long term insurance (assets of over £26bn).• Others: investment property (over £250m of properties); farms.Responsible for Group reporting, tax, treasury, head office accounting (£80m costs), membership register and payroll. Reported to Chief Financial Officer. 4 direct reports and over 80 staff. Responsibilities included: Development and implementation of finance strategy; review and monitoring of business strategies. Overseeing Group investment and post investment appraisal process.  Developing and monitoring financial control.Key achievements: Developed a financing strategy. Led a £200m, 12 yr Eurobond issue. Raised £30m yen loan, saving £1.2m p.a. interest with no exchange risk. Formulated and implemented strategy for the Group reporting function. Built the team. Specified, selected and installed consolidation system. Cut reporting times by 50% whilst reducing staff by one third. Oversaw £134m acquisition of Alldays plc, working with City advisers. Introduced radically improved reporting to the executive and Board. Led payroll change workstream on a £10m project to implement Oracle HR system, bringing together 6 payrolls, paying 60,000 employees, reducing staff numbers from 74 to 49. Prepared corporate business plan for CRS merger, identifying cost savings of £5m. Managed the transfer of finance functions. Preserved £100m of tax losses and avoided tax payments on rolled over capital gains of £200m. Rationalised the head office accounting functions, moved processing to shared service centre and reduced staff from 14 to 5. Identified and implemented tax planning opportunities leading to savings of over £10m annually, significant cash flow benefits and protecting £60m of tax losses.

Turnover £2bn. Worldwide automotive parts manufacturer.Reported to Group Financial Controller. Responsible for all aspects of Group consolidation and for reporting to the Board and City analysts.Key achievements: Negotiated settlements on completion accounts disputes - two in excess of £2m. Reported to the Board on asbestos related liabilities totalling £600m. Analysed claim trends; prepared budgets based on claims history and strategy for settlement. Worked with company secretary on settlement strategies. Reduced monthly reporting timetables by 30% and year end timetable by 40% by enhancing systems, improving liaison between head office and divisions and eliminating reporting errors.

International accountants and management consultants.Responsible for several multinational clients. Led the firm’s due diligence work in the North West. Spent 6 months in both London and Pittsburgh, USA.