Critical ally to and ad hoc cover for, the CFO/S151 OfficerFinance Change lead for Oracle Programme to achieve MTD compliance and upgrade of Oracle EBS on path to CloudKey input into project plans and papers submitted to Senior Command Team and PCC for approvalWorked with BC&I and Regional Procurement to develop proposal for a Commercial team to manage lower level ProcurementLed and supported the Chief Accountant and Senior Finance Business Partner in embedding new team structure

Zero based budget work post merger, focusing on salaries and headcount.

Domain Analyst – Finance and Commercial Processesas part of transformation programme at Heathrow Airport LimitedProcess mapping of As Is with subject matter owners in businessRequirements gathering for ERP implementation programmeVendor evaluation and recommendation for awardFinance SME for Projects and Assets enabling project> published Problem definition and Recommendations prior to Design stage of larger programme

Finance Business Partner for Group Finance Director (GFD) Finance - Head Office & External AuditConsolidated reporting for 2018 Budget (MTP) that included summary, specific detail, bridges for high level stakeholdersUnderstanding and owning actual and forecast costs through period of great change in infrastructure, moving from functional view to transactions cycles with ServCo implementation. Articulated cost story to both financial and non financial stakeholdersGlobal Cost Review - analytics and control for Finance Head Office and External Audit, facing off to main Chief of Staff stakeholderOwning and leading on preparing and co-ordinating reporting output to manage cost base on ongoing basis including OutlookFinancial Control – maintenance and ownership of functional reporting structure, in control at all timesProject Reporting, CTA, Strategic Investment and Structural Reform Program – regular engagement with key project stakeholdersUnderstanding, controlling and communicating allocated, indirect costs pre and post ServCo, to relevant stakeholders in businessConstant and ongoing liaison with huge network of teams, colleagues and stakeholders globally, in particular COO Team

Responsible for the full management accounts of Credit & Mirexa Front Office divisions within EMEA broking businessRegular, periodic reporting included EMEA Monthly Target and Flash results, Broker Performance Report for EMEAReport full costs, bonus calculations and expected monthly results for Credit & Mirexa divisions throughoutRegularly provide insight into revenue and costs variances to latest forecast for inclusion in the monthly Management AccountsBonus calculations by desk/broker as required, continual evaluation of Broker compensation and drivers of changes

Provide MI for all users of CIB (Corporate Investment Bank) Client Information across the global VTB groupReporting of varying regularity including monthly CFO report for plc board paper and Regional Reporting packsIndependent financial analysis to support the decision making of sales and client coverage managementMeasurement of the profitability of the client base and quantify the resources allocated to each clientFCA return – monthly Top 20 clients; yearly report involving input from all areas of the bank

Global MIS reporting including commentary analytics to Moscow head officeBest practice revenue reconciliation to align ledger and offline summary for plc board reportBest practice bonus accrual postings review at month end, to allow complex analysis prior to closeAd hoc insight into costs e.g. direct/indirect split for FI business, beyond existing dashboardsMonthly submission; reconciliations of revenue accounts with IFR (International Franchise Report, BAC’s main reporting output), payroll accounts with HR reporting, proactive pre-month end review to correct coding prior to closeBudget process; liaised with stakeholders and promote transparency, accountability of cost base