Nuvion, a groundbreaking new house of brands company, is set to revolutionise the logistics landscape by establishing itself as the leading end-to-end ESG-driven supply chain group. As the parent company of Fastway, Parcel Connect, and Nügo, Nuvion aims to create sustainable and efficient end-to-end logistics solutions for people and businesses sending goods to, from, and within Ireland while placing environmental, social, and governance (ESG) principles at the core of its operations.

Dublin based logistics company wholly owned by a London based private equity company Restructured the balance sheet including shareholder loans, bank debt and the associated covenantsProvided clear, insightful financial reporting and analysis for the disciplined growth and capital deployment Led a full financial and operational transformationResponsibility for all aspects of investor relations, presentations, reporting and roadshows

Glen Dimplex Heating and Ventilation is the world’s largest manufacturer and distributer of electrical heating products. At the centre of the Glen Dimplex it is the largest contributor of cashflow, profitability and growth. Overall responsibility for strategic and commercial planning. Leading commercial reviews of key markets. Working to identify strategies for growth with a combination of organic investment, strategic investment and opportunistic acquisition targets. Responsibility for an end to end finance function with a headcount of 85 including treasury, general accounting, billing, cash collection, payroll etc. Leading change to build efficiency by designing a future state finance function providing commercial finance insight supported by a centralised shared service.Responsibility for a full ERP implementation across the division with three key workstreams – Finance, Commercial and Supply Chain.Implementing a new set of metrics to provide absolute clarity on performance and allow for dynamic decision making.

Bord Gáis operates as an independent subsidiary of the Centrica Group overseen by a board of three executive and three non-executive directors. Contributing to board level discussions on strategic direction with inputs from non-executive directors and providing financial analysis and insight into key aspects business performance. Delivery of business integration plan for Bord Gáis into the Centrica group whilst ensuring the business operates as an independent subsidiary delivering an ambitious growth plan. Identifying the key operational and financial controls, making an assessment on their effectiveness and producing a remediation plan. Leading and building a high performing, cohesive, fit for purpose finance function with an appropriate balance between new hires and internal talent. This included setting up a treasury, cash management and FX function whilst building the management information to provide the necessary KPIs to drive the business forward.

North America's largest home services business (HVAC, Electrical, Plumbing). Incorporating Airtron, Clockwork Home Services, Home Warranty of America, DE Home Services, CanadaOverseeing an ambitious growth plan including the acquisition and integration of Clockwork Home Services, Home Warranty of America and First Call Services. The transactions contributed to the doubling of the size of Direct Energy Services within three years to revenues in excess of $1bn and over 5k employees. Presenting the strategic and financial plan for Direct Energy to key shareholders in the United Kingdom and North America. Rebuilding a finance function to support high growth and reporting financial operational on a daily basis to maintain a focus on operational excellence and drive sales performance. The finance team had a 2014 engagement index of 5.3, the highest in Centrica Finance. Launched a process to dispose of a legacy business, Canadian Home services to EnerCare for CAD $550m

Performed a full review of financial reporting to focus management team on financial and operational reporting and developing and presenting the KPIs required to deliver the growth ambition. Implemented a new system for cash forecasting linking the cash forecast to the operational drivers of cash. On completion BGB processed £3.6bn in cash to within £5.6m of plan. Implemented first class controls on legacy systems. Delivered clean audit reports with specific comments by PwC - BGB leading the way in balance sheet ownership and reconciliation increasing independent test results from 95% in Q1 to 100% in Q2 and Q3 2009.

Head of Business Finance team responsible for the support of Metering, Transportation and Distribution with operating costs of £100m and Margin costs of £2bn. Preparation of a customer lifetime value model: Designed for the targeting of profitable customers in addition to identifying segments not creating the required economic profit. Implementation of an intelligent pricing mechanism: Updating pricing model assumptions to correctly reflect BGB’s cost structure, capital requirements and revenue streams. This analysis has added approximately £4m to BGB’s profit on an annual basis.

Key member of Corporate Finance team responsible for an £808m rights issue and the divestment of Synetix Limited, a global catalyst business to Johnson Matthey plc.

Business Assurance and Transaction Services: Consolidation audit senior responsible for a number of major Irish companies.