Commercial Finance Lead for Dell Infrastructure Manged Services in APJ and EMEAServed as the commercial finance lead for APJ and EMEA managed service opportunities, overseeing the entire pricing lifecycle. Responsibilities included opportunity sizing, solution review, pricing design, and P&L (business case) development presented to internal senior stakeholders, and supported customer negotiations.

Manage price improvement initiatives – price increase, fuel surcharges, administration fees, service bundles, low-price outliers, inherited account pricing to improve profit by over £1m each yearEuropean lead for Iron Mountain’s pricing strategy managing a team of five analysts in growing price performance through fairness, discipline, analytics, and communication.Driving price improvement – enabling Countries and Sales teams to achieve price performance targets by providing pricing decision-makers with relevant & accurate data, confidence in their ability to win, pricing competency, and simple, effective tools.Pricing lead on strategic customer negotiations on a local, regional and global level ensuring that we quantify the customer value and drive value-based pricing. Translating our financial and commercial goals into pricing tactics.

Commercial finance lead on all of Level 3’s public sector contracts. Developed pricing and business cases for c. £100m of contract value over various terms. Contracts included Government Procurement Service’s re-tender for the MTCF and GCF frameworks, Public Services Network Connectivity and Service frameworks, Home Office, Cabinet Office, HM Prisons, Charity Commission, and National Offender Management Service.Developed Level 3’s strategic pricing strategy for public sector, ensuring that the strategy closely aligned with the enterprise channels. Ensured that IPVPN and Managed Voice offerings were market leading to enable Level 3 to retain existing contracts as well as winning new business.Initiated the strategic pricing review for the European IPVPN competitive landscape resulting in optimised standard pricing and appropriate discount levels within the marketplace.Fully involved in the sales life cycle with the sales team ensuring the appropriate controls and processes were adhered to; from the bid/no-bid decision, contract review and contract negotiation with the customer through to post contract review with the finance community and senior stakeholders within the business.Developed the EMEA business case model that is used for complex deals within the region. The model allows for key inputs to be auto-loaded from the CRM application, manipulation by junior team members, through to review and approval of the business case by key stakeholders. This business case model is now used extensively throughout the business.Established a comprehensive open book accounting model to use for public sector contracts in order to allow the end client, the Government Procurement Service and the business to track in-life customer/tax payer value for money.

Managing two direct reports and four indirect reports led the European "Cost of Revenue" forecasting activity aligning the financial planning with the business processes and overall regional strategy. Created, developed and managed the EMEA customer/product/segment profitability analysis including; reporting of actual results on a monthly basis, revenue / margin attribution analysis and production of unit based reporting enabling the leadership team to drive improvements at a customer level and drive overall improvements with the product portfolio.Transformed the entire forecast process to an activity based forecast that led to forecast accuracy of greater than 95% over a budget of $350m per annum.

Business finance lead on BT’s acquisition of Basilica Computing Limited (Turnover c. £80m) and Lynx Technology Limited (turnover c. £45m.) Working within a small dedicated team, developing the business cases for the BT Board to approve the acquisitions, and create the business plans going forward as part of BT.Developed the financial models supporting the business cases, based on historical information gained through due diligence, overlaying the synergistic effects of both BT and current acquisition. Included working with Sales and Marketing to develop a sales engagement model that the acquisitions had the capability to deliver, and at the same time the BT sales teams had the ability to sell.Working with external advisors completed the financial due diligence. Ensuring due diligence of all other business areas supported the objectives of the business case.Completed post acquisition audit of closing results to ensure a fair value was paid for both acquisitions and enabled BT Group Accounting to complete the acquisition accounts.Developed and implemented finance integration plan to ensure that the acquisitions worked efficiently and effectively with all BT finance functions. Liaising with the respective business Finance Directors to ensure that they understood the requirements of being part of a larger groupPart of the business unit strategy team (including BT, Basilica & Lynx), defining the strategic and tactical plans to drive the business towards being a market leader. Ensuring the plan is consistent with the original objectives as set out in the business case.

A one off project role investigating the competitive landscape for communication providers within the UK consumer marketplace from a financial perspective. By better understanding competitors' business models, BT is able to improve their service offering and quickly respond to significant competitor activity. Created business/financial models for BT's major consumer competitors from publicly available information. The financial models are used forecast possible scenarios at group and individual customer levels.Created effective relationship with various teams within BT Consumer in order to establish project objectives, goals and actions. Presented action plans to these teams so they could in turn develop their short-term and mid-term objectives.

Provided financial modelling services to the Solution1 management team through the acquisition of the Siemens UK businesses that constitute Solution1.With the Managing Director & Finance Director I developed the five year financial model supporting the business case that was successfully taken to the private equity investors.

Lead a project developing a profitability reporting framework within the fast changing home phone / ISP market, ensuring the company can quickly react to changes in consumer behavioural patterns.Worked closely with the management team to ensure that the decision making process is aligned with company objectives to ensure financial goals are met.Member the sales team developing a customer acquisition model which forecast the lifetime value of a customer, which was then used to negotiate sales terms & agreements with externals sales providers.

Senior team member supporting Global Crossing’s UK & European Commercial Sales Team, controlling a turnover in excess of USD 500m.Member of the cross-functional team that completed GC $400m Secured Debt Financing in December 2004. Established and developed the viability of future revenue streams, which the senior executive team used to support the debt offering.Assist the European Vice President of Sales in developing innovative ways of presenting current and future sales activity to his peers and management team in a manner that is informative and engaging.Regularly prepare, present and discuss regional and global revenue results / forecasts to varied teams throughout the organisation, ranging from CEO and management team through to sales representatives.Review commercial business plans to ensure that the revenue criterion of these plans meets the stringent company “new investment” guidelines.Developed detailed UK & European revenue budget & forecast models out five years by evaluating current company, industry and economic trends.Responsible for designing, consolidating and reviewing European revenue reports for dissemination to the local management team and to global vertical customer management and global product management. Assisting the Global Crossing UK SAP migration team in the FI/CO design of SAP, including supporting of the Global Crossing finance community as a SAP Super User. Including training of new team members and acting as a first level of support on general FI/CO queries.

Provide management support for respective vice presidents as Functional Cost Controller for European Sales and Marketing Divisions.Provide management guidance for country accountants in preparation of sales and marketing expense budgets and forecasts. Including review of these plans to ensure they accurately reflect company strategy.Month end reporting within a short timeframe to the European Consolidation team. Includes full balance sheet reconciliations with analytical review and production of commentaries to support balance sheet and profit and loss account reviews.

The "Graduate Role" that enhanced the core accounting skill set that has been used in all future finance roles. Starting as a financial accountant progressing to the business accountant of a multi-million dollar business. Roles included month-end close, learning the importance of the balance sheet reconciliation, production of weekly/monthly management reports, preparation of forecasts and budgets through to being member of the business management team that guided the business through a successful growth period. Key member of internal project team merging two divisions of Orica New Zealand, involving financial processes, reporting, and cultural sensitivities.Reduced month end financial reporting from three days to one and one half days.