Established in 1899, Miele is a premium global home appliance brand. Still a proudly independent family business, the brands ethos is "Immer Besser". "Forever Better". Working to create best in class Finance, Procurement and Facilities teams with a focus on delivery through people and people development across 3 markets, whilst navigating the business through Brexit, the pandemic, supply shortages and political and economic uncertainty▪️ Driving the turnaround of 3 markets to become profitable businesses, allowing for brand investment. ▪️ Delivered through a focus on growth, cost, cash and productivity supporting delivery of our strategic plan.▪️ Reducing indirect supply costs 15% ▪️ 6 percentage point margin improvement through terms and mix management. ▪️ Development of the clusters strategic plan to 2030▪️Reinvestment into expansion of own retail stores to 8 from 2 (data driven business cases)▪️ Creation as our sustainability agenda to net zero. ▪️ Driving the S&OP agenda for the region to support delivery and business efficiency. ▪️ Delivering simple, time efficient, actionable information from diverse data sources to a wide range of stakeholders▪️ Created a commercially focused finance team, with strong business partnering bringing the numbers to life.  ▪️ Focused team development. Forming a team that is focused on delivery for themselves and the business.▪️ A focus on making the right, not short-term, decisions with a data and insights led approach▪️ Capital expenditure plans ensuring we are fit for the future whilst managing cash flow▪️ Ensuring the Health, safety, wellbeing and support for the organisation.

Driven by my belief that young people are our future, and by focusing now we fix tomorrow. Working with amazing young people who have had a challenging start in life. Building trust and, basically, show them how to have fun whilst developing social skills. Helping them to trust adults again and to help them remain positive whilst developing a mutually enriching relationship.Everyone has the right to life and hope.

Dyson is a global technology brand, focusing on innovation and solving the problems others ignore. In this role the focus was on driving the finance agenda over Health & Beauty (H&B) including Personal Care, Environmental Control and Lighting▪️ Restructuring team to provide strong partnering support and insight▪️ End-to-end technology business case delivery including investment appraisal and end-of-life management▪️ Creation of Global Category forward looking, actionable, reporting▪️ 5 year plan development, review and performance tracking.▪️ Global Pricing and Ranging decisions. ▪️ Working with commercial and insights to deliver fully integrated reporting▪️ Supply chain and working capital focus

Being the finance lead for Dysons latest and future category. Supporting the engineering, commercial and operations teams. Driving the scalability, forecasting, risk and opportunity identification, actionable reviews and strategy for the category from +5 years pre-launch through to end-of-life▪️ Launch: Supported post launch review and onward strategy, capacity planning and financial strategy of the Supersonic, the first of the category, and more recently Airwrap.▪️ Scalability: Driving, testing and reviewing scaling strategies for live products. ▪️ Future: Business Case development and review, providing the financial insight to support/challenge future projects.▪️ Forecasting: Demand forecasting, new market insight analysis and penetration strategies, including 5 year range planning.▪️ Process: Re-engineering, communicating and driving the new global forecasting process▪️ Project Appraisal (NPV) including CAPEX and OPEX review, post-launch reviews and end-of-life planning▪️ Performance Reporting: Lead finance contact for the monthly Category Reviews with the board, and with the challenge reviews with markets, using supported, actionable insights▪️ Integration: Ensuring all teams from R&D, Production, Operations, Marketing and Legal are focused and understand the business, and their impact on it. ▪️ Team Management: Formed and developed an exceptional team in Malmesbury, direct and indirect

Setting, monitoring and reporting the financial strategy for the European Professional (B2B) business.▪️ Establishing price strategies and developing, testing and implementing new routes to market to increase accessibility and performance.▪️ Developed strong communication, reporting and visibility to drive value and action across 18 countries,▪️Created a strong ,cross-geography, team ethos.▪️ Working with partners to achieve strong performance and returns.▪️ Covered for the Global Finance Director role for 6 months during a personnel change.

ISS is a global facilities company and one of the biggest employers in the world, with people at its core, ISS focuses on providing seamless, fully integrated solutions. In this role I was brought in to work on one of the worlds largest, fully integrated, global facilities management contracts from contract go-live. Managing the change control process to ensure the financial and operational risk on the contract was minimised whilst creating fair contract margins and maximum value for our partner client. This involved:▪️ Negotiating, pricing and reviewing contract changes - £6m in contract year 1▪️ Interfacing with operations and the client, ensuring good communication.▪️ Creating processes and reporting on contract changes▪️ Managing the Client contract month end process▪️ Supplier contract negotiations

Working in the developing ‘Health and Wellbeing’ area of Capita involved assessing and integrating various Mergers and acquisitions (M&A) of start-ups and established businesses. Rapidly building a strong understanding of the various businesses and their cost bases, the drivers of these costs and building pricing models and unique customer propositions. Working with the various Managing Directors, I learnt how there is not one style of leadership and this in turn helped develop my own. Key to success was my communication approach, an in-depth market knowledge and an understanding of the differing needs of customers in the various markets that the business operated in.This enabled targeting of our activities better to ensure best value for our customers and maximum wellbeing for their employees.In time there we grow from a £19m business to a £140m, profitable, business

Kerry Ingredients is part of The Kerry Group. From a small dairy company in the southwest of Ireland to a global multinational in 50 years, Kerry continues its commitment to helping delight and nourish consumers everywhere, providing solutions not products.Together with previous finance responsibilities, delivering a major supply chain initiative to the Tenbury-Wells site, ▪️ Development of a lean philosophy ▪️ Developing a business case and plan for the project ▪️ ‘On-boarding’ of site employees to accept and work with the project ▪️ Achieved savings of £0.6 million ▪️ Designing the S&OP process including complex Forecasting and Capacity planning process

▪️ Internal business and external market analysis.▪️Combining Business unit plans with production site plans▪️ Performance review and commentaryManagement of the Accounts Payable and Receivable teams & working capital▪️ £60 million multi-site business▪️ Reducing outstanding debt from 28% to 6.5%▪️ Managing customer relations at times of hard economic conditions▪️ Developing the teams, consisting of diverse personalities and ages, to ensure that both routine and value added activities are conducted as efficiently as possible.

Developing the strategy of a business unit with annual turnover of £31 millionKey Roles:▪️ Segment Profitability Analysis▪️ Variance Analysis▪️ Business Performance review and communication▪️ Pricing Information▪️ Capital expenditure plans▪️ Market Analysis and 5 year plan creation and review▪️ Model creation to facilitate decision making▪️ Management of the budget process for a complex £60 million business covering 3 business units across 2 manufacturing sites▪️ Co-ordination of a take-over bid

Coordination and management of the sites accounts, with a revenue of £16 million.Key Roles:▪️ Development and completion of accounts for the site, and communicating results to site managers of differing disciplines. ▪️ Segmenting the business unit to provide solid market analysis▪️ Weekly sales report creation and communication▪️ Site Statistics pack communication▪️ Management of the sites budget process▪️ Creation of models minimising non-value adding activities