Peter Harvey Email and Phone Number
A business leader with a successful record of transforming companies, across retail, leisure, FMCG, pharmaceutical, QSR & restaurant, pubs, hospitality and B2B. Including private equity, family backed, and listed organisations, internationally and domestically located both on and offline. Someone who- Makes money, does deals, transforms businesses with networked and regulated businesses.- Delivers change using data, analytics and insight to inspire informed decision making, unlocks and creates value, and delivers sustainable commercial success- Successfully transformed a nil valued, loss making business and sold it for £111m (10x), acquired and integrated businesses, delivered a number of business turnarounds. - Strategic & financial leader who drives short results towards long term goals and expertise in growth, turnaround & trade sale/exit- Creates innovative strategies & winning environments, engages staff to exceed expectations"Doing deals, such as exits, acquisitions, mergers and integrations, is behind a lot of my success, but those have typically arisen following an ability to drive sales and profits by unlocking or creating new value in businesses that are either stagnant and looking to grow or distressed and seeking to return to a place of safety.Being able to operate both tactically and strategically enables me to drive short term results towards log term agreed strategic outcomes, and often includes defining those strategies and initiatives within them. With this in place I am able to drive incremental returns having engaged the broader business to invest discretionary effort, typically in a fun, fast paced way producing winning results.” Expertise:+ C-suite leadership as CEO, CFO, COO & Non-Executive Director+ Strategic development and winning execution+ Business transformation, value creation+ Acquisitions, trade sale / exits, merger, integration, due diligence, disposal+ Business recovery and turnaround + Multisite, customer facing networked businesses, both managed and franchised estates+ Employee engagement and culture change + Stakeholder engagement+ Fund raising+ PE / VC and Plc divisional autonomous leadership responsibility+ Organic and inorganic growth
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Chief Financial OfficerRiverford Organic Farmers LimitedLondon, Gb
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Interim Chief Financial OfficerComptoir Group Plc Apr 2024 - Aug 2024LondonInterim CFO recruited to complete audit, annual report and roadshows for 2023 Group results and pave way for full time CFO so that they can hit the ground running -
Finance DirectorNestware Group & Carpetright Ltd Aug 2023 - Mar 2024London, England, United KingdomUK's largest retailer of flooring, in home, in-store and online.Joined Carpetright to create and implement strategic turnaround plan and return the business from a place of distress back to positive cash and value creation, delivering short term budget and medium term transformation agenda to a sustainable profitable business set up for future success.In parallel to the above undertook a root and branch review of the finance systems, processes and people and re-engineered all three to provide one version of the financial truth, with integrity month in, month out. Re-built the finance team to support the provision of robust numbers and support the business in delivering the turnaround plan, whilst creating a safe development and growth environment for the finance team.As Group FD of Nestware lead and work with FDs of other group companies including Carpertright Europe, Trade Choice and Keswick Flooring.
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Chief Financial OfficerHaulfryn May 2022 - Mar 2023Maidenhead, England, United KingdomResidential and Holiday ParksSought out by Haulfryn to provide visibility of cashflow, to review and rebuild the finance systems, processes and people and to manage a number of financial due diligence processes -
Chief Financial Officer & Company SecretarySafestay Plc May 2021 - Mar 2022London, England, United Kingdom -
Uk & Ireland CfoTeva Pharmaceuticals Feb 2019 - Dec 2019London & LeedsGlobal pharmaceutical business. Cluster CFO across Generics, Specialty and OTC business units for UK and Ireland. Revenues > £500mDrafted into a declining business haemorrhaging revenue and losing value, after more than 12 months without a CFO. Work with senior Leadership team to the build strategic plan through constructive challenge and support to create sustainable long term value, whilst building, developing and nurturing the finance team to critically the support the business through its implementation. -
Consultancy - Strategic ReviewHummus Bros Apr 2018 - Jun 2018London, United KingdomQuick Service restaurant chain with 6 x City/Central London outlets. Private capital backed, established 2005.Sought out by the private investors to undertake a strategic review in relation to the viability of this premium branded business. -
International Fd (Interim)Domino'S Pizza Group Plc Sep 2017 - Mar 2018InternationalUK based master franchise of international fast food delivery chain Domino's Pizza. Mkt cap c.£1.3bnAppointed to review / develop strategic growth in Nordic region (Iceland, Norway) & establish new business in Sweden. Worked closely with DPG board to optimise expansion models, integrate acquisition (inc. finance systems), develop Country Heads & validate / amend 5 year strategic plans.
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Non Executive DirectorSh Pratt Group Dec 2016 - Nov 2017BedfordshireApproached by the board, following recommendation, to join this family owned business - UK's No. 1 importer & ripener of bananas - as NED to support a major strategic decision & subsequent execution.Established the strategic plan to double the value of the business in 5 years by:+ Major investment in new warehousing at London Gateway (shortening supply chain)+ Scaling up logistics operation+ Increasing market share of core banana businessWorked intensively with the business to devise the execution project plan, recruit talent to deliver the project & developed a business succession plan. To date, successful roll out is underway.
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Chief Executive OfficerTalarius Ltd (Tatts Group Asx) Mar 2010 - Sep 2016United KingdomThe UK's largest high street retail operator of slot machines, 220 venues, 1000 employees. Division of Tatts Group who are the primary operator of lotteries and wagering across Australia.Autonomous CEO reporting to Group CEO. In 2013 Divisional CEO roles were retitled COO.Promoted from CFO having turned around the business and stabilised the finances. As Ceo, proved business potential to the Tatts Board & acquired funding for growth strategy. Delivered trade sales / exit at a premium.Grew turnover from £45m to £67m, quadrupled EBITDA to £11m and sold Talarius at a premium price of £111m from a zero base. Stayed with business for 3 months post exit to assist new owner through CMA.+ Sustained double digit like for like sales growth for 4 successive years; increased margin (38% to 56%), achieved by creating and implementing a number of strategic initiatives+ Digitised and future proofed the business with a new gaming platform+ Increased market share from 11% to 20%, solidifying place as market leader+ Positively influenced industry reform in highly regulated sector, by presenting evidence to DCMS Select Committee & appearing breakfast news media programmesKey Activities: Executive leadership, international coaching & leadership, national & international acquisition activity, board participation, business transformation, value creation, employee engagement & cultural change winner, new business development, segmented and revolutionised operating model, estate portfolio management, change management, online operations, industry reform, leadership team development, product development, sales and marketing, regulated sector management, full P&L and cash flow responsibility and management
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Chief Financial OfficerTalarius Ltd (Tatts Group Asx) Oct 2007 - Feb 2010UkAppointed to develop & implement the cost based turnaround plan for business. + Took the business from a £1m loss into a stable £3m profit+ Dramatically reduced operating costs via £3m on staff, £2m by insourcing machine maintenance etc+ Disposed of non-core marginal online Maltese business & 20% (loss makers) of venue estate.Key Activities: Board participation, commercial and financial leadership, M&A, estate rationalisation, cost reduction initiatives, strategy development and implementation, contract renegotiation, risk management, financial governance, restructuring, private equity exit, online international board directorship and leadership, brand development, sales and marketing, international regulation licence win
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Chief Financial Officer EmeaCarlson Marketing Uk Jan 2006 - Oct 2007UkUS based family owned global hospitality, travel and loyalty marketing company. Appointed to turn around loss, address critical control weaknesses and establish a growth strategy for the UK loyalty marketing company.Analysed contracts and the pricing / fee structures (c.100 consultants), identifying loss making processes and activities. Renegotiated contracts, exited contracts and revised pricing. Introduced a rigorous control environment based on Sarbanes Oxley principles. Post turn around the business was sold to a trade buyer.Key Activities: Stakeholder management, cultural change and business transformation, financial control, financial governance, business leadership
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Rewards Marketing DirectorCarlson Marketing Uk Feb 2005 - Dec 2005Recruited to create and implement a robust and flexible loyalty rewards platform.Key Activities: Client management, sales pitches, procurement, supplier management
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Chief Financial OfficerInterim Assignments Jan 2004 - Aug 2004HampshireProvided commercial and strategic direction to a start up venture -
Commercial Finance DirectorFirst Quench Retailing Ltd - Nomura Pfg 2000 - Jan 2004Northern Home CountiesFirst Quench was made up of 2500 retail outlets for seven brands including Thresher, Wine Rack and Victoria Wine and was purchased by private equity in 2000.Business lead for commercial, strategic and new business initiatives. This included creating the capital to invest in new store investment, as well as being instrumental in the £60m business turn around, strategic transformation and organisational re-alignment and key participation in many varied strategic initiatives.Key Activities: Business leadership, financial leadership, team leadership, strategic alliances / JVF, online operations, loyalty management, commercial negotiations, estate portfolio management, re-branding initiatives, supply chain management, business disposal, acquisition
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Commercial Financial ControllerThresher Group - Whitbread Plc 1996 - 2000Home CountiesThe UK's oldest hospitailty company operating in pub restaurants, hotels & brewing. £3bn sales. Managed significant business change, provided financial leadership, including capital investment (acquisition and greenfield developments) and Whitbread distribution and logistics.This included working with Nomura's PFG transaction team to create business plan prior to acquisition
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Financial Operations ControllerBeefeater, Pub, Restaurant & Premier Inn Hotels - Whitbread Plc 1991 - 1995Supported Board through trading performance & financial processes, including new site investment
Peter Harvey Education Details
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Bedfordshire UniversityChartered Institute Of Management Accountants
Frequently Asked Questions about Peter Harvey
What company does Peter Harvey work for?
Peter Harvey works for Riverford Organic Farmers Limited
What is Peter Harvey's role at the current company?
Peter Harvey's current role is Chief Financial Officer.
What schools did Peter Harvey attend?
Peter Harvey attended Bedfordshire University.
Not the Peter Harvey you were looking for?
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2arclegal.co.uk, centerex.com1 (844) 5XXXXXXX
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Peter Harvey
Future Leaders Fellow And Associate Professor At University Of NottinghamNottinghamshire2nottingham.ac.uk, exmail.nottingham.ac.uk -
Peter Harvey
London -
Peter Harvey
Ex Chairman Of Somerset Skiils And Learning Cic: Current Chairman Of The Elizabeth And Prince Zaiger Trust And Peter Harvey Consultancy ServicesTaunton -
Peter Harvey
Greater Northampton Area, United Kingdom
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