Tewkesbury Museum collects and preserves objects of relevance to the history of Tewkesbury and its environs. It attracts about 5,000 visitors a year but is looking to increase this number significantly over the next three years.

The OPA is a small national charity working in the area of oesophageal and gastric cancers, providing support to the patients and families affected by these diseases and promoting awareness of their symptoms so that undiagnosed sufferers can obtain treatment when the cancers are at an early stage.My work included the preparation of the annual accounts on an accruals basis (always used to be on a cash basis!), introduce management accounts, strengthen financial management, and improve trustee and staff governance. I also acted as Secretary.

£2.1m charity providing specialist end-of-life and supportive care for people living in South Warwickshire who are affected by life-limiting illness- Prepared the 2009 annual accounts in line with the Charity SORP and Companies Acts, and assisted with the 2015 accounts under the new SORP - Developed a new monthly accounts process - quicker, more robust, and more useful for managers and trustees- Prepared the 2015/16 budget in the absence of the Finance Manager- Developed a suite of spreadsheets to record and analyse the £700k income from seven shops- Advised on income, cost and cash forecasts, and actions needed to ensure continuing delivery of services- Introduced a comprehensive trustee induction process

This charity, the leading co-ordinator of mental health support in developing countries, decided in late 2016 to look for a potential merger partner, in order to sustain and expand its services. I assisted in the selection of a suitable partner, helped the Finance Manager improve the quality of management accounts, oversaw the production of regular forecasts to ensure that the charity stayed in funds during the merger process, and assisted with the legal aspects of the process. The merger was successfully concluded in May 2017, when all existing trustees were replaced by trustees from the partner charity.

Spin-off from Imperial College London, developing axial flux motor technology, now moving from start-up, venture capital phase to pre-industrialisation phase- Closing accounts for transfer of assets from parent company- Set up processes for the new company- Improve ways of working including introduction of budgetary and other financial controls- Advise the board of directors- Recruit and train financial controller

£140m, 600-employee automotive part manufacturer.- Restructured the finance department- Established accurate and timely financial reporting: . Developed daily sales reporting against forecast . Introduced weekly P&L . Revised monthly accounts and forecasting processes . Prepared reports quicker (draft accounts on working day 1) . Identified variances and corrective actions . Restored Regional confidence in the plant- Prepared a detailed budget (the first in 3 years) to a very tight deadline- Successful annual accounts process- Creative but legitimate accounting with Regional FD that improved the 2011 result by £1m- Provided the new permanent FD with a comprehensive induction and handover

AJF is a charity set up in 2010 that works with African governments and the international business community to support the development of robust justice systems in Africa. Its aim is to strengthen legal systems to the benefit of commerce and investment, and to improve access to justiceMy work was to prepare the first set of annual accounts in line with Companies Acts and Charity SORP, to devise accounting processes and management reports, and to attend board meetings and advise on financial, governance and compliance issues

£15m manufacturer and installer of doors and windows• Liaised with HMRC on PAYE/VAT arrears• Prepared short term cash forecasts and medium term profit forecasts• Negotiated loan and overdraft facilities with HSBC• Convinced the directors to engage insolvency specialists

A portfolio role in the divisional office of a £1.8m division. Projects included the division's 10-year Strat Plan, user requirements for various IS applications including a customer sales and profitability system, development of a Financial Risk Management framework involving meetings, returns, and standards, working with tax managers to make transfer pricing simpler and more tax efficient, and standardising the capex proposal procedures and system.

Finance Director of a £400m region consisting of 6 subsidiaries and 5 Joint Ventures. Board member of companies in 9 countries, including China, India, and Japan. Raised profitability throughout the region by coaching company MDs and FDs and raising financial awareness, including an effective budget process. Drove post-acquisition integration in Australia, Japan, Korea, and Thailand. Implemented a standard ERP system into all subsidiaries.

First FD of an £80m automotive component manufacturing company based on business acquired from FIAT. Carried out successful post-acquisition integration, introducing GKN accounting, monthly/annual reporting, and budgeting. Member of the project team that built and moved production to a new £25m factory.

Kwikform was a scaffolding and formwork/falsework company, with 60 branches across the UK and sales of £60m.As Chief Accountant, I managed a team of 10 that collected cash, paid suppliers, and produced monthly and annual accounts, as well as an 8-person payroll centre that paid 1500 hourly employees.As Controller of a 24-branch, £20m Area, I enhanced the financial performance of the branches by:- coaching branch managers, increasing their understanding of the financial implications of their actions- focusing on margins, debt collection, and stock utilisation during Area meetings, branch visits and frequent phone calls- introducing a standard budget preparation pack