Peter Harvey Email & Phone Number

London, Gb

London

Interim 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

London, England, United Kingdom

UK'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.

Maidenhead, England, United Kingdom

Residential 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

London, England, United Kingdom

London & Leeds

Global 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.

London, United Kingdom

Quick 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

UK 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.

Bedfordshire

Approached 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.

United Kingdom

The 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

Uk

Appointed 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

Uk

US 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

Recruited to create and implement a robust and flexible loyalty rewards platform.Key Activities: Client management, sales pitches, procurement, supplier management

Hampshire

Provided commercial and strategic direction to a start up venture

Northern Home Counties

First 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

Home Counties

The 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

Supported Board through trading performance & financial processes, including new site investment