At the cornerstone of all finance functions, having a close relationship with the senior Finance Directors, key responsibility to manage how financial data should be structured for Board decision making, and understand the strategic value drivers of the Group whilst maintaining data integrity.

Saved one man-day a week of data processing time, and simultaneously enhanced revenue and P&L performance understanding, by designing and implementing the weekly rolling forecast process, as part of a continuous improvement process. Improved decision-making around resource allocation, by creating the first report able to demonstrate monetisation performance. Subsequently further enhanced business understanding of performance through implementing the full suite of KPIs into the reporting process, thus creating a driver-based P&L. Delivered Actuals, Forecast, Budget, 3 Year Plan, Interim and Full Year reports to ELT and the Board. Delivered £20m of cost savings through producing a Span of Control model for the ELT. Enhanced Adaptive Insights reporting towards full service integrated functionality by delivering key Chart of Accounts improvements, including adding the ability to analyse revenue by customer, and Balance Sheet and Cashflow data. Subsequently was the key finance contact in the migration from Adaptive to TM1, redesigning all of the reporting processes and reports for the new system. Integrated more than a dozen acquisitions of varying size and with varying business models into the core reporting processes of the company. Delivered on many other ad hoc projects including the Covid-19 business impact model.

Delivered key Chart of Accounts improvements to Adaptive MI system, to improve performance and self-service usage of the reporting system. Project lead for the Budgeting and Forecasting section of the Finance Transformation project. This included streamlining reporting and forecasting requirements to deliver driver based rolling forecast functionality. Management of three year plan and analysts guidance model, alongside normal monthly actuals and forecasting reporting updates.

Directed all aspects of financial performance and control for the Yate plant, with £45m of revenue under management and a team of four, including three new to their role. Improved bottom-line results from £1m in 2017 to £2m forecast for 2019 by introducing a monthly driver-based rolling forecast process to enhance the understanding of business performance. Managed the financial requirements of an £8m capital project to successful implementation. Removed £200k annualised overhead costs by directing the streamlining of the support operations, and reduced aged debt over 60 days by 90% in six months, from £200k to less than £20k.

Administered all affairs associated with the monthly management information reporting, quarterly forecasting and annual budgeting requirements for the region with $2.2bn revenue and $160m of direct costs, with a team of six including two based in Continental Europe. Supported executives in decision making by delivering the 2016 Forecasts and 2017 Plan for the EMEA region ahead of schedule with enhanced analytical metrics. Changed in focus for the sales teams by delivering key analytical reports that highlighted to senior management their misinterpretation of customer segmentation performance. Played a significant role in the development of a fundamental modification to Thomson Reuters finance systems, to change the underlying currency profile of the reporting system.

Acted as regional CFO and controlled the financial operations for all four divisions of Thomson Reuters within the SSA region, with a team of two, including an intern I trained into a permanent contract. Achieved underlying 9% subscriptions revenue and 8% EBITDA year on year growth.Developed, implemented and reported on the $2.5m Africa Growth Plan, which resulted in the recruitment of 30% more sales heads and a doubling of the sales rate. Skilfully managed the strategy for the Black Economic Empowerment local law requirements, improving the rating from Level 6 to Level 4, the maximum possible, which significantly enhanced sales opportunities in the region. Delivered continuous support to the team conducting due diligence on two potential acquisitions, including being project lead for the BEE area to satisfy the legal requirements.