Sector - EMEA Recruitment – High GrowthOwnership Model - Private EquityTurnover - £25mEmployee No. - 45RESPONSIBILITIES• Financial lead and team development (team of 5).• Board and Senior Leadership Team member.• Strategic Planning and Control.• Cash Management and identification of suitable funding.• Stakeholder maintenance and development.ACHIEVEMENTS• Structure – implementation of Group structure to include a holding company and operational trading entities. This provided overall risk and tax management and allowed balanced incentivisation for key senior team members to promote longevity of service. • Control – design of budgeting model and identifying KPI’s to allow performance to be investigated, rationalised, and adjusted to measure and maximise performance while providing an enhanced understanding of operations to the senior management team.• Funding – Secure working capital, asset-based and debt funding to provide cashflow to allow operational development into an expanding Middle East market.• Stakeholder Management – establish and appointment a team suitable to provide appropriate financial, tax, insurance, and HR advice to support forecast growth.• Benefits Matrix – design of competitive package to promote loyalty and longevity of service. Implementation of competency and progression matrices encouraging individual growth and supporting organic development across the Group.

Sector - ConstructionOwnership Model - Private EquityTurnover - £8mEmployee No. - 40RESPONSIBILITIES• Financial lead and team development (team of 5).• Board and Senior Leadership Team member.• Strategic Planning and Control.• Cash Management and identification of suitable funding.• Stakeholder maintenance and development.• Change management.• Company Secretarial• Human resourcesACHIEVEMENTS• Finance Function – establish the function implementing suitable processes, procedures, and technologies. Recruitment training and mentoring of a team to operate efficiently and effectively providing information in a timely manner. Initiation and responsibility for the Human Resources and Company Secretarial functions.• Structure – implementation of Group structure including a holding company and operational trading entities providing risk and tax management and establishing standardisation and consistency to aid scalability. • Strategic Development – Development of a 5-year plan cycle, initiating a forecasting model identifying appropriate KPI’s to measure performance and progression, challenging and communicating results to senior management for review and planning.• Cost Savings – investigation and analytical review driving cost savings – example driving a hybrid working model and utilising shared office space.• Enhancing Revenue – identification of weak quote conversion statistics, implementing procedural change driving revenue growth of c.10%• Debt Management – design and implementation of debt management procedure.• Stakeholder Management (Internal) –collaborating with the Senior Leadership Team to design risk management strategies and attain quality and industry accreditations enhancing Group value. • Stakeholder Management (external) – develop relationships with funders, auditors, legal, insurers.• Exit – working with shareholders to secure a targeted sale of the Group to a third party.

Sector - ManufacturingOwnership Model - Private EquityTurnover - £10mEmployee No. - 50RESPONSIBILITIES• Financial lead and team development (team of 2).• Cash Management and identification of suitable funding.• Stakeholder maintenance and development.ACHIEVEMENTS• Finance Function – design and implementation of financial reporting package to enhance shareholder appreciation of performance.

Sector - HospitalityOwnership Model - Private EquityTurnover - £10mEmployee No. - 100RESPONSIBILITIES• Financial lead and team development (team of 3).• Cash Management and identification of suitable funding.• Stakeholder maintenance and development.ACHIEVEMENTS• Strategic Development - design and implement a forecasting model to allow shareholders to appreciate the performance of the business with a view to exit.• Revenue Growth – identification of correlations, designing and recommending a pricing model to enhance occupancy.

Sector - HospitalityOwnership Model - Private EquityTurnover - £1mEmployee No. - 10RESPONSIBILITIES• Financial lead• Planning and Control• Operational lead• Cash Management• Stakeholder managementACHIEVEMENTS• Strategic Development – targeting of suitable establishments prime for reinvention. Developing budgets and performance forecasts, negotiation with breweries to optimise tenancies maximising discounts, minimising ties and rents.• Operational development – understanding marketplaces and tailoring offers to maximise footfall and covers. Enhancing the offer to accommodate seasonality and target audience.• Team – identification of appropriate team members with appropriate skills. Communicating the demand to the team and instructing to efficiently and effectively service the offer.• Client management – understanding interests and desires of clients – organising special events both internal and external to the venue to enhance loyalty and drive revenue growth.• Stakeholder management – presentation of investment proposals with breweries driving revenue growth and reestablish the venue as a going concern.• Exit – identification of suitable operators to acquire the tenancy.

Sector - Commercial & Residential FlooringOwnership Model - Private EquityTurnover - £3mEmployee No. - 12

Sector - Event Production, Equipment Hire & R&D ManufactureOwnership Model - Private EquityTurnover - £10mEmployee No. - 50

Sector - Event Production, Equipment Hire & R&D ManufactureOwnership Model - Private Equity & Venture Capital to IPOTurnover - £80mEmployee No. - 700

Sector - Event Production, Equipment Hire & R&D ManufactureOwnership Model - Private Equity & Venture Capital to IPOTurnover - £80mEmployee No. - 700