Finance Director responsible for all EMEA markets except Germany & Austria.I lead the finance team across the region, with a team of 45 people in 8 countries.Supporting the commercial team in developing and executing our strategy by embedding FP&A across the operational structures. Providing full accounting services across my regions through a combination of local accounting teams and financial shared services.Global lead for the executing of ORACLE Fusion into two Pilot countries, of India and Sweden

Following a business re-organisation my role expanded to include the Nordic Markets and Switzerland.As part of a small regional leadership team we transformed our operating model to become more efficient at a lower cost. Close partner to regional leadership team, country heads and their commercial teams. Built strong teamwork across my fiance team in 7 countries. Standardising systems and processes and creating an environment to share best practice.Adopted a 6 quarter rolling forecast model that enabled structured performance reviews and re-alignment of tactical activities to deliver the strategy. The rolling nature of the process created much greater insight and improved decision making across the business. It was delivered with less time and effort than the traditional budget cycle.

Leading FPA and Financial Shared Services across the UK and European Growth Markets.Drove efficiency in shared service process and established FP&A as a core element of commercial decision making.Created a cohesive and high performing team who take shared ownership and are committed to each other and the businesses they support.

Zoetis is the world’s leading Animal Health Company. Zoetis was created from the spin-off of the Pfizer Animal Health division in February 2013, when Zoetis was listed on the NYSE through an IPO. As Finance Director for Northern Europe I have :- • Built the regional finance team and the end to end finance function with Northern Europe following the creation of the Company.• Designed and implemented a full Sarbanes-Oxley environment.• Managed the transition of the ERP platform from ORACLE to SAP in a 7 month timeline.• Created internal financial reporting and performance management processes. Managed the cultural evolution of the Commercial team in line with the financial objectives of the new business.• Worked closely with operational management to evaluate strategic alternatives for the Scandinavian markets. Resulting in the redesign of our distributor model, pricing and commercial engagement.• Introduced quarterly reporting to the US in line with the NYSE reporting requirements.• Delivered our corporate goals; to grow revenue faster than the market; to grow gross margin faster than revenues and grow IBT faster than gross margin. Driving an IBT improved of 50% in 3years.• Developed new FP&A processes to support the commercial decision making within the business and generate improved forecast accuracy. • Aligned the business to the key performance metrics for the new business, developing focused forecasting and reporting tools.• Managed ongoing improvement in the working capital of the business; reducing stock holding and eliminating overdue accounts receivable balances, without detrimental impact on revenues.

Lead the integration of all operational process and business systems following the merger of Fort Dodge and Pfizer in December 2009.Reviewed and redesigned pricing strategy, systems, processes and controls. Built a high caliber and focused Business Operations team of 18, that became an integral part of the business decision making.Introduced new MI systems and reporting. Developed new sales targeting and performance management processes.The role was responsible for : Order to Cash, Customer Services, Strategic Pricing, CRM, Rebate payment and management, Multi channel marketing, Learning & Development, Management information and Salesforce effectiveness.

Responsible for the sales and marketing of the livestock and equine product range of the Company. Delivering a sales target of £15 million, through a team of 18. My product portfolio was a combination of FMCG and Prescription medicines.• Implemented a focus on delivery of objectives across the business unit, using Franklin Coveys principles of execution as a framework. Delivered sales growth of 7% and 8% respectively against a flat market.• Successfully launched new products into the UK market. Worked with Key Opinion leaders to position the product, evaluate customer needs, design the marketing campaigns and set sales targets to drive critical behaviours.• Reviewed and re-aligned pricing strategy, giving the sales team structure against which prices could be negotiated and recognising customer support for our products.• Worked closely with my team to control all aspects of price and stock. Ensuring price rises were sustained, potential disruption from out of stocks were eliminated and the working capital impact of over stocked products were minimised.• Lead the companies tender process to Government for Bird Flu and Blue Tongue outbreaks.

Fort Dodge is the Animal Health Division of Wyeth, a US owned global pharmaceutical company. The UK company has Turnover of £35m and 75 employees. I have responsibility for all Support functions of the Business including; Finance; IT; Logistics; Customer services; Warehousing and Distribution. Managed a team of 15. • Introduced a new Management Information strategy for the business developing centralised performance management through CRM and sales analysis systems.• Designed and implemented a new business planning and forecasting model. • Created an electronic Purchase Order System to improve internal controls and provide efficient tracking of the financial commitments of the business.• Increased supply chain efficiency through the introduction of upgraded demand planning systems, expanding warehousing capacity and the introduction of automated warehouse management functionality. Our distribution business services B2B and FMCG customers.

Orion Pharma (UK) is a subsidiary of the Orion Corporation based in Helsinki. Responsible for Statutory Accounting, Commercial Finance and IT functions of the Business. The business has turnover of £15m and 110 employees• Introduced weekly cash-flow forecasting and cash management, in line with corporate requirements to minimise local cash balances.• Managed the implementation of SAP to the UK business, redesigning business processes and controls to improve efficiency. • Managed the department through periods of significant change and re organisations, keeping the team focused and maintaining their positive attitude.• Introduced ‘commercial’ accounting concept to the UK, giving finance a central role in driving commercial understanding and decision making.• Developed and introduced management accounting processes to the business.• Managed the introduction of ‘Balanced Scorecard’ to the UK, to give clarity to the decision-making processes in the business.• Introduced new budgeting and forecasting processes, focusing on key business drivers and allowing efficient scenario planning.• Designed and implemented a strategic planning model to allow the business to consider alternative medium term strategies, ascertain risk and identify critical success factors.

Responsible for the Financial Management of the Road Services division, primarily the control of the £350 million expenditure budget.• Creation of a centralised financial reporting and budgeting process.• Development of commercial profitability model for the AA Garage operation.• Creation of a process to benchmark ‘Recovery’ operations to the external market place.• Financial analysis of Investment proposals• Redesign of internal Management Information, setting up new reporting structures and tailoring a reporting system to meet specific business needs.• Analysis, planning and control for the re-engineering of all deployment activity within the business saving in excess of £6 million per annum.

Responsible for the performance management across our network of 170 high street shops and throughout our direct sales team.• Strategic and tactical planning, in conjunction with the business board.• Evaluation of business performance, formulating forecasts and setting budgets. • Development of Management Information system, redesigning business reporting and building a new reporting platform. • Creation of a ‘Shop’ profitability model for ongoing analysis of financial performance.• Redesign of the sales forecasting methodology in the business, using trend analysis and through the setting of detailed targets.

Responsibility for £40 million expenditure budget, providing financial management, management information and business support to the respective leadership teams. Developed a performance management process to target sales and marketing resources into the areas with the greatest ROI.

Responsible for the production of the annual accounts for the AA Group and its subsidiary companies. Introduced a new approach to assess corporation tax liabilities and built a model to automate the preparation of the annual DTI return for insurance companies.

Finance business partner to the corporate functions of the business. Supported the functional leaders in building budgets and forecasts and created tailored management information to support decision making.