Originally recruited into central group finance department, before progressing to Finance Manager and then the Business Process Improvement (BPI) team for the world leader in the manufacturing of industrial vacuum systems and solutions. Responsible for product costing processes across SAP and other systems, providing expertise to finance, operational and commercial stakeholders at all levels of a complex global organisation.

A number of short term consultancy projects whilst looking for next role, including: A management information solution for Kimberly-Clark. Analysis, repair and modification of existing inventory analysis reporting tools to provide a more focused and robust suite. The development of additional tools to provide greater visibility in areas such as slow moving, unmoved and obsolete stock.A major review of business processes and systems for a local courier company. The replacement of obsolete systems with a modern, fit for purpose, solution. Analysis, streamlining and standardisation of business processes resulting in reduced costs, greater flexibility and scope for expansion. Initial e-commerce, communications and operational strategy for a new business start-up in the marine industry.

Member of senior management team for manufacturer and distributor of pet products. Initially rejoined company to manage project to replace aging business systems before assuming responsibility for all IS. Built, developed and expanded IS department and aligned to business needs, leading change across the organisation.Successfully managed project to implement Activant Prelude ERP system in highly challenging business environment. Responsible for requirements gathering, solution selection, systems development, data migration, user acceptance testing and go-live. The project was delivered on time and budget and helped bring about a major change in organisational behaviour in preparation for future expansion.Continued development of ERP systems, along with related business processes, across the organisation to improve operational performance, reduce costs and deal with rapidly changing business needs. Particular focus was given to supply chain, warehousing and finance.Managed Windows network of 150 users over multiple sites. Replaced, modernised and standardised entire IT infrastructure, taking advantage of major capital investment to improve performance and reduce costs across IT. Managed numerous projects of varying size, scope and duration, usually managing multiple projects simultaneously, whilst also implementing and developing internal project management processes. Major projects included several systems integration projects due to business acquisitions, the IT and business systems aspects of a move to a new state of the art national distribution centre and the implementation of a PDA-based retailer order processing solution.Recruited, trained and developed young, dynamic and highly effective IS department. Improved information provision and systems support in all areas whilst also cutting costs and reducing risk.

Member of small senior management team responsible for the start-up phase of a company manufacturing and supplying cleaning and maintenance chemicals to the global marine industry.  Overall responsibility for I.T. strategy and infrastructure Creation, development and implementation of highly bespoke ERP systems to cope with the idiosyncrasies of the marine industry  Initial operational set-up project. The creation of a comprehensive and innovative supply strategy to provide competitive advantage in a largely homogenous industry. Development of company e-commerce strategy  Operations and Office Management

Overall responsibility for I.T. and telecoms for manufacturing and distribution company.