Employed as Financial Director in 2008 & promoted to Managing Director in 2012.Key initiatives & achievements> Led turnaround & restructuring of business from large trading loss to small trading profit improving EBITDA to 7.5%>Renegotiated property leases generating savings of £1m over the lease periods>Drove justification, financing & implementation of 2 major capital projects totaling £4.5m both of which came in on time & on budget, which improved printing press efficiencies by 40%. Part funded by sales of surplus equipment generating £0.6m>Revamped cash management disciplines & forecasting controls which generated £0.8m towards capital project funding>Directed upgrading and expansion of business MI to facilitate improved and speedier decision making

Parachuted in by Bank as Interim Finance Director to restructure and refinance the business which was hemorrhaging cash. Accepted role as COO following successful initial refinancing actions>Led profit turnaround of £2m through margin management,cash controls,foreign exchange hedges, cost reduction & management restructuring.>Increased capital value of company by £20m>Introduced robust reporting structures & KPI's which led to tighter & more predictable cash flows and profit reporting

Recruited to try and bring the trading and cash position of this over-geared business back from the brink. Unfortunately no viable business plan was possible and I worked with the administrators to sell the business

Working alongside a new CEO to improve the trading results of a privately owned business whose shareholders wanted an exit within 2 years >Business turnaround from losses of £1.6m to trading profit of £0.3m>Introduced tight working capital & cash controls used to grow the business without increasing borrowings>Financial lead in selling the company to PepsiCo UK, handling due diligence. external professionals and advising shareholders during negotiations>Managed integration of company into PepsiCo reporting and consolidation systems

Recruited as Finance Director & then promoted to CEO>Led business turnaround to reduce trading losses by £4m>Refocused division on key drivers to exceed cash targets by £2m>Sold surplus production unit generating £2.5m cash>Drove cost reduction plan saving £1.5m per year without effecting service levels or staff moral