Covid-19, IR35 and IAM63 have combined to effectively retired me temporarily.

Acquisition skills – financial and strategic analysis, project management.Financial troubleshooting – stock and costing issues, broken processes and controls failure.Change management – ERP upgrades, facility moves, Process improvement – mapping, analysis, prioritisation, training and removing waste

• As part of the Acquisition team I analysed target businesses from data room information. Preparing detailed business case, evaluating markets, products and people.• I was part of the due diligence team, reviewing financials, processes and products. • I would manage the integration project bringing the new subsidiary up to Halmas’ standard in reporting, systems and costing. Coaching and providing support to the FD/MD/Opps. I prepared acquisition accounts, tracked provisions and helped… Show more • As part of the Acquisition team I analysed target businesses from data room information. Preparing detailed business case, evaluating markets, products and people.• I was part of the due diligence team, reviewing financials, processes and products. • I would manage the integration project bringing the new subsidiary up to Halmas’ standard in reporting, systems and costing. Coaching and providing support to the FD/MD/Opps. I prepared acquisition accounts, tracked provisions and helped with the reporting.• I would improve the manufacturing processes using lean to streamline the layout, reduce the lead time and cost as well as improve the stock turns.• I was the Group Risk Manager for four years, rolling out a Business Continuity template to standardise evaluation and reporting and improving the risk awareness.• I performed half yearly financial reviews, analysing and reconciling the subsidiaries balance sheet and performance. Identifying noncompliance, weaknesses and areas for potential fraud.• I would provide process improvement consultancy to other Halma businesses. I would facilitate projects, training people in lean, improving material flow and taking out waste.• For ERP upgrades I would train teams in mapping processes. We would streamline the financial processes then identify systems improvements and the enabling technology.Achievements:• Reduced the lead time in a healthcare company from 16 weeks to 6 weeks releasing £3m in profit and enabling the pickup of additional business.• Trained hundreds of people all over the world in lean and process mapping, delivering efficiency savings of at least £1m every year.• One of my projects was voted most improved manufacturing facility in Halma delivering a 50% reduction in lead time, a 30% reduction in inventory, an 18% improvement in labour efficiency and freeing up over 30% of factory workspace.• Successfully integrated several businesses into the Halma family, improving the integration process. Show less

With a Finance function of 12, I looked after Commercial Sales and 3 Manufacturing facilities for this industrial valve producer (T/O £40m). Most of my time was spent improving reporting and internal controls for SOX, the remainder was reviewing strategy in this underperforming business. Key achievements were getting a rates reduction of £50k pa and identifying and facilitating process improvements that are on track to save £100k pa. For the first year in 5 we hit our targets due to strict… Show more With a Finance function of 12, I looked after Commercial Sales and 3 Manufacturing facilities for this industrial valve producer (T/O £40m). Most of my time was spent improving reporting and internal controls for SOX, the remainder was reviewing strategy in this underperforming business. Key achievements were getting a rates reduction of £50k pa and identifying and facilitating process improvements that are on track to save £100k pa. For the first year in 5 we hit our targets due to strict overhead control and cost reductions. Show less

Reporting to the VP Finance and working with the VP Manufacturing and his team, with 6 direct reports and 70 staff in total, traveling 50% of the time. Managing 16 medical device plants in 8 countries and employing 4000 people with a diverse portfolio from Adult Diapers to Nuclear Medicine and a cost of production of $650m (EMEA TO $2b). This role included:Partnering Operational Management and assessing the financial impact of strategies and plans. Reviewing improvement plans and… Show more Reporting to the VP Finance and working with the VP Manufacturing and his team, with 6 direct reports and 70 staff in total, traveling 50% of the time. Managing 16 medical device plants in 8 countries and employing 4000 people with a diverse portfolio from Adult Diapers to Nuclear Medicine and a cost of production of $650m (EMEA TO $2b). This role included:Partnering Operational Management and assessing the financial impact of strategies and plans. Reviewing improvement plans and operational metrics. Analysis of make versus buy studies.Leading and coordinating budgets, target setting and measurement of performance for the EMEA plants. Analysis and review of results, identifying and challenging adverse trends. Reporting on a timely basis in compliance with US GAAP and group policies. Working with cross-functional teams to identify business opportunities (new products or enhancements, new processes, new businesses and new markets) and synergies.Trained Lean Leader and Facilitator with specific interest in administration processes.Review of Commercial, R&D and Manufacturing capital projects and Product business plans.Driving forward and supporting the SOX process ensuring that deadlines were met and issues resolved. Liaise with External and Internal Auditors on Audits and statutory returns. Management of the financial aspects of acquisitions, integrations and disposals.Systems – member of Manufacturing Systems Steering Committee and BPCS process owner. Show less

Management of finance department (across 3 sites) and Customer Service/Logistics dept.Supervise production of management accounts, statutory accounts and consolidation. Development of a budget/forecast/actual model of P&L and Balance Sheet using Adaytum.Management of annual stocktake, reconciliation and investigation of differences.Improved stock monitoring and control by detailed analysis by product and division.Responsible for outsourcing security, protective clothing and… Show more Management of finance department (across 3 sites) and Customer Service/Logistics dept.Supervise production of management accounts, statutory accounts and consolidation. Development of a budget/forecast/actual model of P&L and Balance Sheet using Adaytum.Management of annual stocktake, reconciliation and investigation of differences.Improved stock monitoring and control by detailed analysis by product and division.Responsible for outsourcing security, protective clothing and stationery procurement.Acted as Finance Team Leader on a successful Multi-site ERP implementation. Developed and improved systems, processes and methods of operation. Restructuring chart of accounts and linking ‘external’ modules into the financials, ensuring appropriate controls. Show less