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Atalian is a global Facilities Services company with $2 billion in revenue. The US subsidiary has revenue of $150 million and employs 5000 people. I was sent to the US by the holding company to turn the business around.Top achievements include improving EBITDA from a loss of $18m to a profit of $1m; achieving positive cash-flow from operations; complete revamp of entire leadership team.

Atalian is a global Facilities Services company with $2 billion in revenue.Before being sent to the US I managed a PE-backed deal which would see Atalian divest of its UK and Asia businesses to CD&R. OCS, a well-known company in the same industry, was also acquired as part of the same deal structure.

Number 1 in finance and head of London office (place of effective management of the group). Placed in the role by majority shareholder (high net worth family) to achieve a significant change in the fortunes of the business. Worked closely with the CEO and leadership team and improved turnover by 48% from $63m to $93M and EBITDA by 46% from $16.8m to $24.5M. EBITDA margin maintained at above 26%. Strategised with executive team and investors to go from a conservatively managed, family owned business to a business with a steep growth trajectory that would deliver significant returns on exit. Key bridge between management and investors. Reset the finance function and influenced significant investment decisions in support of the new strategy; working closely with CEO and the board to determine major investment decisions in the business.  Assessed exit-readiness and put in action plans to address gaps. Whilst growth in profits was the focus this also included assessing governance and compliance and the overall risk management of the business. Established internal benchmarks and replaced leaders unable to respond to the new challenge; from a finance perspective this included revitalising an underperforming team of 20 and recruiting a replacement Group CFO whilst managing a smooth transition of accountability. Set up the London Head Office; overhauled MI despite significant system constraints; refinanced debt; appointed global auditors, tax advisors and insurance brokers.

Number 1 in finance for the group. PE backed (Corvest RMB). Brought into the business to partner the CEO and create one company from 9 autonomously run divisions – driving greater cross selling opportunities and improving efficiencies. Facilities management company with a group turnover of $700M and employing 45,000 staff in the UK, South Africa and 7 other African countries.  Prepared the business for the sale of majority ownership; including a significant simultaneous MBI. This involved the maximisation of EBITDA and extensive work on risk and compliance/governance. Developed profitable expansion strategy; both organically and through acquisition, with standout success evolving operations across Africa from a zero base to 18% of profits. Took the lead on several acquisitions of up to $10M from initial assessment and due diligence through to integration and post-acquisition review.  Negotiated ground-breaking $130M corporate bond facility; the first of its kind in South Africa; handled end-to-end process, with a vast team of bankers and lawyers, ahead of schedule and secured refinancing at better rates with lighter covenants.  Established a world class finance function designed to support the operations of the business; empowering emerging leaders through effective delegation and establishing knowledge/best practice sharing forums for finance leaders across the group. Optimised response to evolving diversity legislation in South Africa, an absolute minefield; transforming organisational culture and embedding best practice ownership and equity options. Won CFO South Africa Award 2018 from more than 500 South African CFOs.

During this six-month contract, I led a major change initiative that moved a traditional accounting model to a modernised, best practice business partnering finance function.

Leading the finance function at this property management company, I boosted profit by 5% through a comprehensive overhaul of finance and IT, as well as by resolving significant debt risk.

In South Africa, Woolworths is an iconic retail market leader, the equivalent to M&S in the UK. Over the course of four years, I worked at the right hand of one of South Africa’s most prominent industry players, and developed effective strategies and enhanced performance through a more analytical approach to driving profit.

In my first financial leadership role, I revitalised an underperforming team and navigated significant litigation and debt issues to turn around the performance of a $25M turnover retail chain of 80 boutique clothing stores.