Richard Kozlowski's Location
Amersham, England, United Kingdom, United Kingdom
Richard Kozlowski's Contact Details
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About Richard Kozlowski
A CFO with extensive commercial financial management experience gained from working in some of world’s most iconic, branded FMCG and retail companies. Significant experience of finance change and development programmes, large-scale project management, cost reduction, business start-up, closure and corporate turnaround, accounting system and process development including SAP implementation, the set-up and development of Shared Service Centres, mergers and acquisitions, acquisition integration and IT and HR management. International experience covering Europe, the Far East, Africa and the Americas across both developing and developed markets.Specialties: • Change management• Fixing broken finance teams, processes, systems and projects• Business process and system development and improvement• Building and developing Shared Service Centres• Leading and developing large teams and improving their effectiveness• Implementation of robust controls• Commercial and corporate finance• Large-scale project management• Cost control, cost reduction and efficiency improvement• Making, taking and implementing the tough decisions
Richard Kozlowski Work Experience Details
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Senior Vice President, Chief Financial Officer And OperationsJimmy Choo Feb 2020 - PresentLondon, Gb -
Interim CfoMehr-Bb Entertainment Apr 2018 - Apr 2019Köln, Nordrhein-Westfalen, DeStepped-in as interim CFO of International Entertainment Holdings’ Germany subsidiary (BB Group t/o €90m – Musical touring and promotional business based in Mannheim) to turnaround the local finance organisation – stabilise the team, improve reporting and controls, recruit key positions and improve all major finance processes (Strategic Planning, Forecasting and Reporting). Took over as CFO for a newly acquired business German business (Mehr Entertainment – T/o €30m – 5 venues in various German cities, head office in Dusseldorf) and led the finance integration of the acquisition, implementing IEH reporting and control framework, ensuring key processes ran effectively on a consolidated German Group basis. Recruited permanent CFO for the combined German business and handed over. -
Interim Director Of Finance TransformationAmbassador Theatre Group Oct 2017 - Mar 2018Woking, Surrey, GbInterim finance support for International Entertainment Holdings to improve the performance of the Ambassador Theatre Group finance organisation, prepare the finance organisation for an exit process, improve financial control and reduce profit volatility. Working with the new Group CFO to: build the finance team structure; recruit key roles; prepare process and policy improvements; system development investment plans. Improving commercial analysis and reporting to identify opportunities for profit improvement and drive operational simplicity; prepare a roadmap for integration of newly acquired companies; and improve finance team efficiency to drive faster and better quality reporting. -
Interim Director - Finance ProjectsJimmy Choo Mar 2017 - Sep 2017London, GbInterim project director for major finance projects for a market leading luxury branded footwear PLC with growing global retail, wholesale and online footprint (T/o £350m). Major projects completed included:• Valuation, negotiation and establishment of retail JV operation in the UAE• Implementation of a Purchase Order system • Review of the impact of IFRS 16 Leases and recommendation and agreement of an implementation strategy• Review of FX volatility and hedging strategy, developed and implemented the strategy• Review and decision on transition to a new third-party shared service provider following sale of Jimmy Choo PLC
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Interim Director Of Group Finance And TransformationJimmy Choo Jan 2016 - Mar 2017London, GbLeading the Group Finance and Transformation teams for a market leading luxury branded footwear PLC with growing global retail, wholesale and online footprint (T/o £350m),. Delivering all listed company reporting, internal reporting and budgeting and forecasting systems across the Group, completing the following projects: • Project lead for the implementation of SAP in Japan • Developed blueprint for a new global finance function to improve effectiveness • Got the implementation of new consolidation and forecasting system back on track after project delays • Delivered full year and half year listed company reporting two weeks earlier than prior year• Successful resolution of issues raised by the FRC on prior year financial statements
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Interim Transformation DirectorJimmy Choo Oct 2015 - Jan 2016London, GbLeading the Transformation team for a market leading luxury branded footwear PLC with growing global retail, wholesale and online footprint (T/o £350m), successfully completing the following projects after the global implementation of SAP, supply chain reconfiguration and setting of Shared Service Centres• Set-up the Logistics Taskforce and fixed issues in the new global supply chain• Fixed issues in the newly established Finance Shared Services centres and significantly improved the working relationship between the business and the provider• Established and ran an effective SAP change management process • Developed, agreed and implemented a strategy for Product Life-cycle Management (PLM) system improvement following a poor, initial implementation
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CeoHewitt And May Limited Nov 2012 - Sep 2015The growth and development of the Hewitt and May brand via online, wholesale and retail channels. Hewitt and May were formed in 2004 to bring flair and colour to the corporate shirt. The company has a reputation for selling sharp, fashionable and statement men’s shirts – Jermyn Street quality formal shirts with a fashion edge - for men that demand striking design and colour.
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Interim Finance Transformation Director - EuropeGsm Europe - Billabong Sep 2014 - Jun 2015Huntington Beach, California, UsIdentifying and putting in place finance and business process improvements to deliver improved cash flow (better/focused collections, stock management, improved supplier terms and weekly cash flow forecasting), improved margin (wholesale customer profitability review, customer trade terms and order book quality improvements, retail deep dive to review profitability and cost), back office efficiency improvements (introduction of minimum order quantities, process and system developments) and order risk management (process and system developments). -
Interim CfoJaeger May 2013 - Sep 2014Turnaround of a premium, heritage, retail and online clothing brand, private equity backed, with a large but failing UK presence (T/o £80m). - Took over CFO role at short notice and helped the business transition to an entirely new leadership team over the course of six months. Redesigned management information to focus on retail and clothing operational metrics and key retail trends. Improved short term cash flow forecasting and reporting through the development and implementation of a robust 13 week operational cash flow forecasting model. - Reduced stock levels across the business to improve the cash position. Cleared old and surplus stocks in the business to generate cash. Significantly improved stock effectiveness, reducing stock levels by 30% through better stock management, improved stock flows into the business and out to stores, range and assortment planning and the resetting store initial stock allocations and replenishment rules. - Outsourced IT support function to third party and rebuilt infrastructure to improve resilience, build-in capacity and capability and reduce costs by £0.2m per year. Established a project prioritisation process to ensure that IT Development Team focused on high priority projects that drive business benefit. - Reviewed and restructured the supply chain (inbound, outbound logistics and warehouse operations) to improve warehouse and supply chain efficiency and effectiveness through productivity improvement measures and renegotiation of supplier contracts, reducing costs by £0.4m pa. Reviewed distribution outsourcing and location options. - Developed and implemented a new FX strategy to manage risk from international, multi-currency sourcing. -
Interim Director Of Global Finance And PlanningJimmy Choo Nov 2010 - Feb 2013London, GbMarket leading luxury branded footwear company private equity backed, large and rapidly growing global retail and wholesale business (T/o £150m). Part of the team supporting a strategic review of the business.- Leading and managing a team of 13 to complete accurate year end accounts, put in robust financial controls, sort out prior year audit issues.- Put in place back office support for new Far East markets and reviewed the support for all European markets to improve level and standards of local accounting around Europe and introduce new more effective local A/P processing - Supporting the strategic review of the business including Financial Modelling, the completion of Vender Due Diligence and preparation of sale documentation including the Information Memorandum and dealing with issues and questions raised by bidders during the process.
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Finance DirectorThe Garden Centre Group (Formerly Wyevale Garden Centres) Nov 2008 - Sep 2010Finance and Main Board Director of the UK's largest Garden Centre retail business (T/o £251m), leading and managing Finance, IT and Payroll. Part of the team brought in to turnaround a failing retail, PE backed business. - Leading transformational change to turn failed Finance and IT functions into efficient, effective, stable, compliant and strong teams, capable of delivering excellent results to the business.- Introduced robust internal controls to get year end accounts under IFRS completed to auditable level after external consultants indicated that the accounts were unauditable. Reconciled all accounts and cleared old balances to produce results with no surprises. Introduced full P&L analytical reviews to ensure costs and revenues captured appropriately. Radically redesigned Board reporting and detailed financial reporting to make the accounts relevant to the Shareholders and Board.- Rebuilt the Shared Service Centre. Reengineered Accounts Payable leading to dramatic simplification and greater control, reducing the headcount by half through the introduction of new business processes and the out-sourcing and off-shoring of key AP processes. Debtors cleansed of errors and issues, achieved record levels of cash collection. Implemented new ledger structures, integrating recent acquisitions, producing significant increases in effectiveness leading to a reduction in accounting staffing.- Managed the team during major change, removing ineffective staff and recruiting senior team members. Stopped the high turnover of staff and put in place a strong and stable team.- Terminated large-scale commercial contracts and put in place new, lower cost, more effective contracts with clear and precise performance measures with regular review and assessment.- Overhauled Health and Safety across the business, putting in place new and regular monitoring and review at all Garden Centres, fixing of over 5,000 previously unidentified Health and Safety issues.
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Interim CfoSterling Relocation Sep 2007 - Oct 2008Interim Board Director of international B2B removal and relocation service company [T/o £35m, Profit £1m] offering the highest quality service in the industry to major blue chip corporate customers. Leading and managing the Finance, Expense Management, HR and IT Teams – 31 people. - Designed and implemented a revised Insurance Programme – saved 20% of the cost of the existing programme and provided a platform for further cost reduction and an opportunity for an enhanced service for corporate clients whilst maintaining the profitability of this key business profit driver.- Improved control of the customer-facing Expense Management product and project managed the implementation of major new corporate Expense Management clients. Pitched the product to major corporate clients.- Redesigned the Finance Function – made senior level changes to the team, introduced ‘back to basics’ approach to run an effective month end. Improve credit management and cash collection across all markets particularly France, Germany and USA. Tightened financial control, improved reporting and understanding of Group financials. Set-up a shared service centre in the UK to replace a failing European finance operation providing a better service to local operating companies.- Evaluation, review and negotiation of major acquisition target including putting in place a line of bank funding during the credit squeeze.
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Finance DirectorLevi Strauss Uk Ltd Aug 2004 - Aug 2007Finance Director of iconic jeans retailer, seller and marketer covering the UK and Ireland. Part of the senior UK Team leading the turnaround of a UK fashion retail and wholesale business to deliver turnover growth to £65m and EBITDA of £6m. Built and led the finance team of 25 with a strong retail focus.- Getting Control of the Levi’s Retail business - developed a new, robust, commercial attractive Franchisee Agreement, cleared-up the historic payment issues with Franchisees, closing down poorly performing Franchisee businesses. Assisted in the expansion of owned and operated stores by providing commercial support and guidance to the Retail Team in the absence of a Retail Director – 12 new stores opened.- Identified, negotiated and executed the acquisition of 15 stores from franchisees. Negotiated with Landlords to gain lease assignments or new leases on all properties, many at substantially lower rents. Managed the Levi’s property portfolio.- Defined Benefit Pension Scheme control and management – closed the Scheme to new entrants and set-up alternative staff pension arrangements, put in a financing plan to deal with the Scheme deficit and reduce cost/risks of pension provision, ensuring OPRA compliance. - Built the new finance organisation, improved and increased financial awareness in all decision making across the commercial organisation partnering with the Sales and Marketing Directors.- Improved financial control significantly through the evaluation and reworking of major financial and non-financial processes and getting the UK business Sarbanes-Oxley compliant.- Identified and implemented a cost reduction programme by cutting poor performing and loss-making operations, reducing headcount in the UK by 20%.
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Associate DirectorProcter And Gamble Feb 2000 - Apr 2004Cincinnati, Ohio, UsAssociate Director for Finance organisation on the Iams brand in the UK/Ireland covering Finance, IT and HR and Pharmaceuticals UK/Ireland/Netherlands in one of the world's most successful FMCG companies.Interim Associate Director Finance Pharmaceuticals and Personal Healthcare (Sep 2003 – Apr 2004)Part of the Leadership Team of P&G Pharmaceuticals and Personal Healthcare, covering UK, Ireland and Netherlands [T/o £85m, Profit £40m] – leading and managing a small finance team to support the sales, marketing and supply of prescription branded drugs and over-the-counter branded products. Achievements included re-motivating and developing the finance team by setting a clear agenda and establishing a training and development programme. Identified and recommended strategic licensing, acquisition and disposal opportunities for the UK Pharmaceuticals and Personal Healthcare business. Improved internal working practises and financial control by documenting all internal processes and developing action plans to fix control issues, improving productivity and ensuring Sarbanes-Oxley S.404 compliance.Associate Director Finance - Iams premium branded Pet Food(Feb 2000 – Aug 2003)Part of the Leadership Team that doubled turnover to £60m and doubled profit to £30m in 3 years, following the successful launch of Iams premium branded dry pet food products into the UK Grocery Channel (Tesco, Sainsbury’s, Waitrose, Morrisons). Led and managed the integration of the Iams acquisition into P&G’s UK business. Led and managed a team of 15 to deliver finance (under UK and US GAAP), IT and HR services for UK and Ireland Pet Speciality and Grocery Trade Channels. -
![Guinness Ltd [Diageo]](https://cimg.aeroleads.com/ln/logos/59/ff684e9b88bc86266af0208ef05daf95.jpg)
Financial ControllerGuinness Ltd [Diageo] Sep 1988 - Feb 2000London, GbSenior, international finance roles at Guinness Ltd, part of one of the world's largest branded alcoholic drink and FMCG companies.Divisional Financial Controller (Oct 1996 – Jan 2000)Financial analysis and reporting for Guinness Ltd (T/o £2.3bn, profit £283m) covering 150 countries. Led the post merger transition to Diageo plc reporting and analysis. Designed and implemented 5 year strategic planning financial process. Internal finance expert to design and develop a new, more effective value-based finance function for Guinness Ltd. Developed the financial business case for a 30% cost reduction (saving £125m p.a.) through the use of Shared Service Centres, the development of new working practices and closure of Regional Head Offices. Regional Financial Controller – Asia Pacific - based in Singapore (Oct 1993 – Oct 1996)Developed, set-up and ran new regional reporting and control systems covering 22 markets across the Far East – T/o £310m, profit £61m. Implemented regional budgetary control systems for profit and cash flow forecasting, management and reporting. Set-up the accounting and control procedures for business start-ups in Vietnam, Cambodia, Sri Lanka. The sourcing and supply for high growth export markets of Hong Kong, China, Taiwan and South Korea. Senior Financial Analyst – Corporate Finance and Strategy(Oct 90 – Sep 93) Financial and commercial evaluation and modelling of international mergers and acquisitions for Africa, America and the Caribbean. Financial and commercial due diligence of acquisition targets/providing advice to support negotiations. Refinancing of a foreign publically listed Company.Financial Analyst – Take Home Trade Brands (Sep 88 – Sep 90) Financial analysis, budgeting and control for UK off-trade brands. Review and financial modelling for supply chain costs and pricing rerenegotiation. Customer profitability review and margin improvement planning.
Richard Kozlowski Skills
Information Systems
Financial Reporting
Change Management
Strategy
Mergers
Financial Analysis
Project Management
Management Consulting
Management
Financial Modeling
Mergers And Acquisitions
Budgets
Auditing
Start Ups
Retail
Financial Audits
Internal Audit
Finance
Project Planning
Strategic Planning
Leadership
Due Diligence
Internal Controls
Business Process
Sarbanes Oxley Act
Erp
Accounting
Outsourcing
Business Strategy
Business Planning
Forecasting
Team Management
Team Leadership
Fmcg
Cash Flow
Corporate Finance
Financial Management Services
Human Resources
Ifrs
Recruiting
Negotiation
Managerial Finance
Richard Kozlowski Education Details
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London Business SchoolCorporate Finance Evening Programme -
University Of BathBusiness Administration
Frequently Asked Questions about Richard Kozlowski
What company does Richard Kozlowski work for?
Richard Kozlowski works for Jimmy Choo
What is Richard Kozlowski's role at the current company?
Richard Kozlowski's current role is SVP, CFO and Operations at Jimmy Choo.
What is Richard Kozlowski's email address?
Richard Kozlowski's email address is ri****@****2.co.uk
What schools did Richard Kozlowski attend?
Richard Kozlowski attended London Business School, University Of Bath.
What skills is Richard Kozlowski known for?
Richard Kozlowski has skills like Information Systems, Financial Reporting, Change Management, Strategy, Mergers, Financial Analysis, Project Management, Management Consulting, Management, Financial Modeling, Mergers And Acquisitions, Budgets.
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