As a non-exec in this innovative, entrepreneurial, market disrupting tech company, I have been both advising and challenging the management team on a range of topics from go-to-market and pricing strategy through to financial forecasts and fundraising.

Using experience gained in adding value to SMEs, I have launched a management consulting business to provide advice across a number of sectors and special situations. Examples of client projects include:- Planning, launching and running an at home health testing service;- Financial modelling and strategic advice to support a PE backed fundraise and retail launch of an innovative nicotine replacement device;- Advising a private GP in London on growth opportunities; - Advising an early stage ERP and e-commerce platform who are raising money for strategic acquisitions and to further develop an end to end solution for small retail businesses (order through to fulfillment);- Portfolio FD roles in multiple startups simultaneously (see Raw and Choose Ally below);- Scaling up a COVID test centre;- Preparing a business plan for the IPO of a medicinal CBD inhaler;- Financial modelling in investor decks for several startups preparing for fundraising rounds;- Evaluation of a startup investment opportunity including appraisal of forecasts and business plan, ROI, tax planning, operational feasibility and marketplace assesment;- Advising on turnaround ideas and the review of a revised business plan for an art gallery specialising in pop-up events and online sales;- Assisting in the debt renegotiation of a high street retail business with online, franchise and concession revenues; and- Due diligence of an acquisition target and a merger feasibility study.

Joining this pre-revenue fashion startup, I was tasked with building all financial facets of a fast-growth business, this included:- Strategic advice for profitable decision making (project appraisal, new business modelling);- Building reporting - dashboards, KPIs, monthly management reports; of key strategic value were the live, interactive dashboards I built using Google Data Studio ensuring quick decision making;- Building and running the entire finance function alone and automating as much of the day to day tasks as possible, including: multi-currency invoicing, banking, expenses, VAT/tax, treasury, statutory accounts; and- Setting up an overseas offices in Bangladesh.

As a part-time CFO, chief responsibilities at this online facemask retailer included:- Implementing a full finance function from scratch - management reporting, forecasting, accounting, cash control, purchase ledger, profit share statements for partners;- Integrating Shopify to Xero and Google Data Studio for fast, accurate performance information; and- Stock management and working capital control. I had to work to extremely tight deadlines, spending just a few hours each week to run the finances of Choose Ally.

Quickly promoted to lead Huntsman as Managing Director because of my strong commercial awareness, I designed and executed a 12-month turnaround strategy to achieve profit for the first time in over a decade. Key initiatives to achieve this included:- Launching an entirely new bespoke product line with supporting digital and traditional marketing initiatives to achieve 25% top line International growth;- Streamlining and reshaping production processes to deliver a garment 30% faster and 40% cheaper using existing resources resulting in high gross margin gains;- Designing and managing significant cultural and psychological change to enable higher productivity, motivation and happiness resulting in better overall morale and margins;- Recruiting and managing key new management to support the business transformation (finance, sales, production, business development, marketing) while designing and implementing new performance incentives for all staff; and- Setting overall company targets and objectives then designing and implementing specific, measurable performance indicators and reports to support and achieve them.Other profit boosting initiatives included:- New digital campaigns (Facebook/Instagram/Google) and redesiging the company website to drive new customers to the e-shop and store making digital the no.1 source of new business (2019: 32% share, 2018: 12%)- Developed partnerships with the likes of Bentley, Jo Malone, Knight Frank, Pernot Ricard and William Grant (among others) to build brand awareness and new business opportunities resulting in c. £150k of new orders in 2019; and- Analysed the client database to identify opportunities to re-engage with high net work individuals and design custom engagements resulting in c. £200k of orders.

As Chief Finance and Operations Officer at Huntsman, I was responsible for rebuilding the finance team and delivering all management information while also critically appraising and redesigning the operations to boost both gross and net profit margins.Key initiatives to achieve this included:- A review of all external contractors and suppliers together with price and credit term renegotiations resulting in c. $300k of savings to the business- The design and implmentation of a gross margin model for every single bespoke order to identify unprofitable behaviour leading to significant margin improvements (approx 7% per order) and enabling me to intelligently rebuild Huntsman's pricing architecture;- I rebuilt the stock replenishment algorithm to minimise stock holding and stock outages and maximise sales of popular ready to wear lines; and- I redesigned the physical layout of the cutters and tailors to produce higher productivity and enable a 20% increase in the overall production capacity of skilled labour.

As a member of the Savile Row Bespoke Board, representing founding member H. Huntsman & Sons, I regularly participated in roundtable discussions with distinguised tailoring houses to promote and protect tailoring on Savile Row. The SRB is also responsible for monitoring training and quality benchmarks of aspiring tailors.

Using 15 years of highly commercial and strategic experience, I advised companies on acquisitions, investment strategies and how to achieve profitable growth.

I was responsible for the profitable growth of our UK business. I directly oversaw finance and reporting, operations and logistics, property and legal departments totalling 26 people and set the strategic direction of our UK business of 75 people.

Working closely with the Managing Director, I was responsible for all finance and operations in the UK. I launched and directed key strategic initiatives which directly increased both top line and, more importantly, bottom line growth.

Using the skills and commercial expertise developed during my career, I provided strategic and financial advice to businesses undergoing significant organisational change. In particular I provided key support and advice on implementing more effective financial modelling and reporting processes, group structuring and staffing.

I joined Vision Capital at a critical stage of growth. Working in the high pressure environment of Private Equity and within a particularly complicated group structure, I implemented a system of controls and transformed reporting processes to help Vision navigate the economic downturn and to focus on its key growth drivers and risk areas.

I was hired to assist the management of Silverfleet (then PPM Capital Limited) in the buyout and subsequent conversion of the business to a Limited Liability Partnership, which was successfully achieved. The buyout involved a substantial organisational restructure, after which I was responsible for the financial and management accounts of the new group structures.Silverfleet is a growth company and a demanding environment in which to work. I was part of a small finance team, taking on a high degree of responsibility and a significant workload, which required excellent organisational skills and the ability to ensure accuracy within tight deadlines.

During my time at Moore Stephens, I worked on a range of audit clients from an AIM listed financial services company through to fund managers, insurance brokers, shipping and property clients and small charities. I was promoted ahead of my peers to take on an increased management role and was responsible for the leadership of teams of between two to five individuals to ensure completion of audit assignments.I also completed a six month secondment to the Corporate Recovery department.