David Lloyd Leisure is Europe’s leading health, sport and leisure group, with 133 clubs - 103 clubs in the UK, a further 30 across mainland Europe.- Delivered 2018 £900m refinancing- Delivered 2021 £900m bond issue

London City Airport is London's favourite business airport, and the only one actually in London. Voted ACI Best Airport in Europe for the last 4 years https://www.youtube.com/watch?v=uBYq4GPhg8AAccountable for finance, planning & strategy, IT, legal & HR• Regularly deputise for CEO• Created new long-term growth strategy for the airport which delivered £1.2billion of shareholder value• Leading role in the £2.4bill sale of London City Airport - for the highest EBITDA multiple ever achieved for an airport (March 2016)• Delivered £465m refinancing, rolled £100m+ out of money swap with loan book 1.8x oversubscribed• Lead airport's planning application processes delivering the required governmental permissions to enable the airport’s growth strategy• In response to union recognition ballot, led successful campaign persuading majority of staff to choose direct representation with management. LCY is the only non-unionised London airport.

The Royal Docks Management Authority Limited (‘RoDMA’) owns, maintains and manages the water areas and marine infrastructure of the Royal Docks.http://www.londonsroyaldocks.co.uk

New Look is the 2nd largest women's clothing retailer in the UK with a turnover of £1.7billion Accountable for the finance, procurement and internal audit functions- Led finance streams of New Look's 2009/10 IPO process contributing to delivery of New Look's prospectus, analyst & investor education, £450m refinancing, IFRS accounts transition, FRP controls report, 18-month working capital review and long form reporting. New Look was able to publicly announce its intention to float only 4 months from the Board's decision to begin preparations- Introduced balanced scorecard reporting which led to measurement of performance in delivering brand promises for customers, the efficiency of operating units and the strength of New Look's people- Invested in finance business partnering. Placed commercial finance professionals in each channel resulting in more accurate financial planning and better business decisions based on actionable insight- Changed financial planning culture from one of hope to one of expectation. Requiring significant influencing and expectation management, this allowed New Look to navigate the economic recession, Sterling's depreciation against the US$ and 3 VAT rate changes whilst still delivering to its financial plans- Restructured finance function to ensure it will be fit to support the business's strategic growth plans:- Led efficiency initiatives, which reduced New Look's £550m operational cost base by £42m in 24 months

Accountable for delivery and improvement of financial control in the UK. Success required patient interaction with Tesco's fledgling finance back office in Bangalore and influencing 9 functional UK Finance Directors- Reduced late payments to goods for non resale suppliers by 20%, reducing significant reputational risk- Mapped financial controls, with their KPI's, and created a balance sheet controls manual. This resulted in Tesco's UK finance function successfully passing its internal audit review for the first time in 3 years- Separated Tesco's UK and group ledgers, enabling the creation of a UK balance sheet and cashflow for the first time. This allowed the UK business to understand, and reduce, its own cash usage

Proactively sought secondment to the procurement function to improve commercial skills and gain experience of Tesco's world-class cost reduction programme "Step Change." Accountable for buying and delivering all store consumables and services, along with IT hardware, software, professional services and maintenance- Exceed cost reduction targets; delivering £45m savings over 2 years from a portfolio of C£800m spend. Savings formed part of "Step Change" contributing directly to Tesco profit growth- Oversaw the provision of cleaning (£110m) and security services (£45m) to all Tesco UK stores, improving store standards for customers and reducing cost by £22m using competitive tendering and e-auctions - Led Tesco's initiative to reduce the number of carrier bags customers use by 1 billion in 2 years (one of Tesco's 10 public environmental pledges). Savings of 1.5 billion were achieved

In 2004, "UK convenience" became a separate retail division. Existing role as T&S FD increased in scope to include:- Created consolidated convenience reporting and developed a convenience long term plan which allowed the CEO of convenience to understand divisional performance and plan effectively to deliver profit growth- Supervised the finance director of the newly acquired Adminstore Ltd business (Cullens and Harts facia) whilst its stores were converted into Tesco Express stores, delivering rapid integration to Tesco standards

Tesco acquired T&S plc in Jan 2003 for £530m. T&S revenues of £1.2billion were delivered through 1300 stores branded One Stop, Dillons and Supercigs formats. Member of T&S board, accountable for Finance, IT, company secretarial and audit- Designed plans and drove delivery of £100m of shareholder value through the alignment of product cost prices and conversion of 450 One Stop stores into Tesco Express stores- Oversaw reductions in the cost of central support functions by 60% over 2 years, to allow the remaining One Stop stores to trade as a commercially viable ongoing business- Led finance and IT teams through difficult downsizing process whilst ensuring the business exceeded its financial targets and adopted Tesco group accounting standards- Led the successful disposals of the Dillons and Supercigs businesses (330 stores). Became managing director of both businesses during the 12 month disposal process ensuring that the trading performance of the Dillons and Supercigs chains was maintained to maximise disposal value

Role created to centralise and create conformity in Tesco's overseas finance functions. As a result of rapid growth through acquisition, Tesco's overseas subsidiaries initially reported using different formats, currencies and accounting policies, making international comparisons difficult and allocation of group capital inaccurate.- Standardised ways of working, creating the "Tesco way" and implementing this in all overseas businesses:Group chart of accounts & Tesco accounting policy manualCommon capital investment appraisal rules and tracking of store investment returns- Standardised group financial reporting templates and budgeting / forecasting process- Created consolidated reporting of Tesco's international financial performance, budgets and long term plans which allowed the Tesco Board to better understand and manage international expansion- Invested 1 week in 6 travelling to Asia to coach and support less experienced FD's

Lotus was Tesco 's first acquisition in Asia. Ex-patriated to Thailand to join the Tesco Lotus board on acquisition leading finance, company secretarial, legal and site research (team of 120)- Significantly increased the capability of the finance function and its influence within the business. Implemented long term planning process, investment appraisal and financial controls from to create a solid foundation for growth- Created Tesco Lotus store card (JV with GE Capital). Launched nationally in 2001, delivering L4L sales uplifts - Set up JV with ESSO introducing Tesco Express format to Thailand. Tesco Lotus now has over 500 Express storesImplemented Oracle Financials, replacing all key financial systems

Led finance support for Tesco's property division

Led Tesco's Group Oracle Financials Implementation