Robert Kendrick Aca Email & Phone Number

County Dublin, Ireland

Proven ability to build good working relationships and a rapport with FinOps, internal Business Partners, SMT and other external stakeholdersReporting to SMT level for month end business performance reviewsGenerates monthly P&Ls for all regions and provides insights to Country Managers by analysing data and closely monitoring regional performanceProvides timely feedback, and supporting actions required to improve results for each regionProvides continued coaching to the Business Performance and Financial Control teams to help them be successful in their roles and grow their skillsResponsible for both full year and Quarterly Business Reviews across all regions and departmentsThrough consultation with the wider business, developed a comprehensive and robust revenue model for the business which forms the basis of forecasted revenues, COGS, sales and churnResponsible for the forecasting of Payroll costs across c. 280 employees, and analysis of headcount requests and restructure planning of both regional and departmental teamsKey point of contact for the rollout of price changes to billing for all regions including the coordination of client communications and the phased rolloutKey stakeholder in the rollout of Terminal solutions for Phorest clients Team Lead in driving retention across the business by liaising with senior Customer Care teams to identify ‘at risk’ clients on a biweekly basisMonthly presentations provided to all 280 staff on overall performance, identifying current challenges, providing insights and coordinating actions to improve processes and performance

Dublin, County Dublin, Ireland

• Reporting to SMT level on month end across a number of areas; Telecoms, SES (Smart Energy Services) and Residential & SME Sales and Service businesses • Delivers in-depth analysis of month end accounts which provide valuable insights into the performance of the business as well as highlighting key risks, takeaways and future actions• Proven ability to build good working relationships and a rapport with FinOps, internal Business Partners, SMT and other external stakeholders• Through consultation with the wider business, developed a comprehensive financial business model for the SES business which forms the basis of forecasted revenues, opex and capex on a by project basis• Lead role in co-ordinating and managing the completion of all quarterly forecasts for all areas responsible• Strengthened the accuracy of capex reporting within Customer Solutions by empowering the end user to better understand the coding hierarchy within the financial system, enabling a ‘by project’ performance analysis• Financial Business Partner for the BP&IT and Marketing teams, liaising with them on their IT Capex, Opex and Marketing spend as well as other value add ad hoc tasks• Reduced excess and obsolete assets worth €2.5m by developing new processes to monitor and track the commissioning of assets to facilitate their timely and accurate depreciation• Provides a key role in the monthly monitoring of sales and service levels for Electric Ireland, providing financial insights to both internal and external market data on an ongoing basis• Played an integral part in the accounting of new strategic products being developed within the Telecoms business to ensure their validity and assist in the monitoring of their performance alongside the core Fibre and Towers businesses• Improved the precision in reporting of Marketing and IT Opex spend on a monthly basis by accruing monthly committed spend as opposed to previously accruing to budget

Dublin, County Dublin, Ireland

• Hired as Brand Accountant. Promoted to Senior Brand Accountant, December 2013• Interim Finance Manager for 9 months. Co-led a team of 4 staff• Managed sales reporting to brand principals (Red Bull, Miller, Peroni, Kopparberg)• Project led and implemented the creation of the current Purchase Order system across multiple brands within the organisation through consultation with the software engineer and achieving buy in from end users in ensuring its success• Improved inventory accounting 40% by developing a common method of tracking the various brand’s assets across multiple storage units located across Ireland• Recharge local costs to brand principals. Improved processes for recharging spend• Led cost saving programme (storage, printing vendors), through purchase review and negotiating better pricing with our vendors, cutting costs by 7%• Achieved 100% of annual bonuses. Received employee of the month – Nov 2014 and Oct 2015

Dublin, County Dublin, Ireland

• Pivotal role in integration of Harbourmaster Capital into Blackstone model• Lead role in switching reporting packages and financial tools• Oversaw monthly/quarterly financial reporting to strict deadlines of six consolidated CLOs ($500m)• Managed external auditing teams• Liaised with external administration teams regarding financial reporting issues

Dublin, County Dublin, Ireland

• Advanced from Associate level to Audit Assistant Manager for one of the largest funds audited by the Asset Management Division• Delivered high performance, consistently achieving Grade 2 for performance reviews• Managed and coached a team of 10 staff, one of the biggest within the department• Seconded to PwC Philadelphia Office for 4.5 months. Led a large corporate audit• Part of a project team that rolled out and trained staff on updated 'MyClient' software• Tutored new intake programme organised by PwC. Presented at seminars

Bachelor Of Science (B.Sc.), Management, Marketing And Accounting

Education record