Sara R King Email & Phone Number

Bristol, England, United Kingdom

United Kingdom

United Kingdom

I worked on closing out CAPITA failed transformation programme as Global Process Owner of P2P, responsible for S4 Hana, Ariba and Concur procurement and accounts payable processes. Investigated opportunities to continue with the Ariba implementation with the current ECC, correct and improve data quality and identified other opportunities to simplify and improve controls before the Programme restarts. Documented SOPs.

Southampton, United Kingdom

I innovated a unique system hyperinflation solution with supporting business processes to overcome the SAP technical challenges. I led the project to successfully implement on time in full with a budget of £2M, managing the Third Party Systems Integrator, End Market team and Global specialists.

London, United Kingdom

I identified compensating controls and designed for the significant control weaknesses. Bespoke tools were then built in record time, which resulted in the successful attestation for 25,000 users. BAT achieved SOX compliance, and KMPG confirmed that this control was a critical component of that compliance.

London, United Kingdom

In February 2017, BAT announced the acquisition of the remaining 58% of Reynolds American Tobacco for $55bn. As the group had already completed its transformation journey for the remaining business, a roadmap was needed to achieve the synergies and transformation of RAI post acquisition. A small team of experts was formed to assess if, how and when, and what benefits could be delivered to the BAT Group if RAI was deployed onto the group operating model, organisational design and strategic… Show more In February 2017, BAT announced the acquisition of the remaining 58% of Reynolds American Tobacco for $55bn. As the group had already completed its transformation journey for the remaining business, a roadmap was needed to achieve the synergies and transformation of RAI post acquisition. A small team of experts was formed to assess if, how and when, and what benefits could be delivered to the BAT Group if RAI was deployed onto the group operating model, organisational design and strategic systems. Show less

London, United Kingdom

BAT’s Next Generation Products (NGP) business has grown rapidly to be a £1bn turnover and to support this continued expansion in line with strategy more robust business processes and systems were required.I led the design and successfully managed the implementation of the new operating model for NGP. The project was successfully completed in less than one year at a cost of £3M with no business disruption, despite significant business change and implementation scope.

London, United Kingdom

As a key member of the NM1 Leadership and Top Team, I was responsible for managing significant transformation business dependencies including Malaysia & Germany factory closures and toll implementation in Croatia. NM1 went live in January 2017 on time, in full. 8 factories, 20 markets, 3000 sales reps and 5000 users were all operating back to normal levels within 1 week after go live.

London, United Kingdom

The BAT TaO programme has become the benchmark transformation programme by which now others are measured and managed. TaO was a game changer in terms of its unprecedented speed, scale and complexity whereby 180 markets were deployed with a new Operating Model, Organisation Design and supporting SAP IT Systems in a little over 3 years at a cost of £1.1bn.I was asked by the programme director to join TaO during the pilot phase, and it was recognised that my unique skill set in supply… Show more The BAT TaO programme has become the benchmark transformation programme by which now others are measured and managed. TaO was a game changer in terms of its unprecedented speed, scale and complexity whereby 180 markets were deployed with a new Operating Model, Organisation Design and supporting SAP IT Systems in a little over 3 years at a cost of £1.1bn.I was asked by the programme director to join TaO during the pilot phase, and it was recognised that my unique skill set in supply chain, finance and BAT’s business was unique and would be a major asset for the programme as BAT’s global supply chain is highly complex and tax optimised. I led and delivered the intercompany workstream, as well as the integration of forecast to stock, order to cash and procure to pay processes. I persuaded 180 markets to adopt standard Intercompany Inco terms so that stock in transit ownership was clear, and simplified the fiscal supply chain flows to support automation, while meeting tax objectives. The design gave BAT real time visibility of stock in transit worth £30M for the first time. TaO was delivered on time for the full scope and approved budget. Show less

I set up the financial structures of the Regional Supply Chain Hub, changing the business model for six markets to Distributor model and taking responsibility for Regional exports to 60 markets. I implemented SAP systems for three legal entities, and recruited and managed a team of 12. I turned the profit from +/- £50M pa to +£100M pa by implementing financial forecasting, treasury hedging and stronger credit management.

Mauritius

This was a newly created role as previously Mauritius and Reunion were managed individually. I set up a new team structure to provide financial shared services to the Indian Ocean Companies, managing a team of 14 in Mauritius and two in La Reunion, managing 7 markets with a profit of £20M. I increased profitability in Mauritius through introducing a new rounded pricing model and negotiating a change in excise structures with the Government.

La Reunion

La Reunion was one of the more complex markets in BAT as it was supplied by a competitor factory. The role involved managing imports and supplies from the factory. I managed the £10M profit, and successfully defended our business model in a major government audit.

I was the Finance lead on the merger between BAT and Rothmans in Nigeria. I had multiple finance roles in Nigeria prior to this and post-merger became Finance Manager with a team of 20 in the new BAT Nigeria.As International auditor for BAT I developed and introduced a new business audit methodology based on business risk that is still used today.I identified a $10M fraud in BAT.

Local and International audit. Led for the Company on an industry wide bidding fraud.