Provision of financial planning and budgeting services to the COO to support effective use of resources, in particular to prepare the budget each year and to ensure rigorous budgetary control over expenditure and income. Provision of professional, objective, and strategic operational advice and support to the COO. Oversee Business Services and Facilities Management functions and lead strategically important projects to execution. Lead development of policies and operating procedures which promote best practice, efficiency, and effectiveness. Enable operational and cultural change. Strategic thinking, problem solving, risk navigation.

Provision of thought leadership and strategic oversight concerning responses to business planning reviews and fiscal events / spending review, ensuring the Investment directorate has access to required levels of funding to service both current year activity and future pipeline.Leadership of annual budget setting and business plan profile processes, together with responses to ad hoc commissions.Ensuring Investment delivery leads (SROs and budget holders) provided with the MI and support to deliver activity to agreed targets and timescales, maintaining feedback channels to ensure any performance concerns are highlighted in a timely manner, together with appropriate mitigation strategies and delivery assurances against challenging operating conditions.Support business case development to secure the budgets, resources and flexibilities needed to create a truly mission-based institutionOversee the provision of technical / commercial support, to inform considerations to be built into fund design, systems and operations.Key Achievements• Provision of technical leadership in development of Housing Diversification and Delivery Fund (HDDF), resulting in securing of £2.2bn of FT funding through Spending Review 2020• Leadership of IFRS 9 compliance work, including oversight of process development concerning asset classification (SPPI test) and enhancement of Investment Submission Paper template. Leadership of quarterly disclosure reporting.• Leadership of section through organisational change (structure and accommodation reviews), including structure development, staff consultation and matching panels.

Leadership of geographically dispersed team, ensuring team members are motivated and encouraged to adopt new ways of working. Generate a sense of purpose and commitment across the team, promoting high performance and positive feedback from key stakeholders. Establish effective and valuable cross-team relationships to exploit synergistic opportunities.Leadership of a suitable and accepted devolved budget management framework, allowing devolved operations, with retained centralised strategic control. Ensure participation in budget setting process by budget holders, together with a suitable reporting and performance measurement system. Roll-out advice, support and training to be provided accordingly.Oversee production of monthly Investment Performance Scorecards, providing strategic narrative concerning performance assessment, highlighting progress and risks, together with mitigation strategies and required actions. Prepare updates to Directors concerning programme performance, impacts of policy announcements on delivery projections and budget utilisation strategies.Key Accountabilities:Budget Management - Leadership and management of the annual budgeting process concerning a c.£8bn Investment portfolioStrategic Resource Management - leading and managing resources flexibly, promoting agility and resilienceEnsuring all operational activities are effectively led managed and resourced to meet annual targets and wider corporate objectivesProvide an effective first line of defence, ensuring high standards of data quality and integrityProduction of monthly performance reporting to Board and key external stakeholders

Leadership of the geographically dispersed Programme Support Team, coaching, mentoring and developing the team, to create a high performing unit which enables the successful delivery of Land related ambitions and corporate targets.Key Accountabilities:Responsible for effective liaison and communication across the full spectrum of locally based delivery colleagues and supporting the central Land Programme Management Team and Finance & Corporate Services directorate through the provision of robust management information. Ensuring that standardised processes, procedures and compliance arrangements reflect best practice and support robust investment decisions. Ensure data held within Land related systems and Management Information produced is continuously reviewed and challenged, to provide maximum insight into organisational performance, with particular focus on project costings/forecasting and cash flow.

Key AchievementsHCA Change Programme: Member of Management team overseeing HCA Change Programme. Selected to develop and implement operational tactics, delivering 25% efficiencies, worth £30m over the 2015-20 period.Successfully supported HCA-I Investments business unit in delivering the Help to Buy product and £1bn Large Infrastructure Fund;Proactively brokered a novel and complex land settlement agreement worth £100m, enabling land portfolio to be released to be used flexibly in contributing to Corporate Plan targets;Financial leadership on Steering Board regarding the on-time delivery of a £172m bespoke reclamation and regeneration housing project in Chesterfield. Key partners included Turner & Townsend and BNP Paribas;Key AccountabilitiesFinance Business Partner, providing insightful financial and management information concerning a £1bn commercial recoverable capital investment programme. Promote clear decision making, with appropriate advice and constructive challenge;Ensure preparation of timely and accurate monthly management performance reports, together with review of annual budget and monthly forecast. Preparation of Board papers for review by the senior leadership team, providing accurate and insightful financial analysis alongside key recommendations;Setting and leading delivery of a £90m annual opex budget; Lead quarterly business review workstreams: co-ordinate gathering of data and subsequent challenge through meetings with budget holders. Consolidate findings and risk management strategies in submission presented to key stakeholders (Directors and parent Department);Treasury Management: Leading the management and utilisation of an annual cash budget of over £3bn, ensuring liquidity maintained to meet short-term net expenditure requirements, within agreed targets; Management of a team of qualified accountants, including task delegation, performance appraisal and talent management, mentoring and coaching.

Key AchievementsPrepared and presented financially robust and deliverable 2015-20 Land Programme Business Case. Successful in accessing mutli-year capital investment funding of over £1bn to deliver the HCA Land Programme; Formally represented the organisation and developed several strategic alliances, working collaboratively with key external stakeholders (Directors and senior business leaders) in delivering the Corporate Plan target of 30,000 homes through effective investment and disposal decisions concerning the optimal usage of surplus public sector land.Key AccountabilitiesMember of Senior Management Team based at the Corporate headquarters in London, leading the development, management and reporting of a £800m land portfolio; Ensuring capital investment in the land portfolio are aligned to required policy and priorities and meet the targets set in the Agency's Corporate Plan;Maintain an oversight of all Internal Audit requirements. Co-ordinate and manage action plan to ensure audit recommendations and risk mitigation strategies are delivered;Production of bi-annual Management Assurance Statement, providing advice and assurance to HCA Accounting Officer.

Key AchievementsDynamically demonstrated collaborative leadership and change agent skills, leading a forecasting improvement project group, uniting disparate stakeholder groups with conflicting expectations. Successful in implementing an improved culture of collaboration. Implemented processchange resulting in improved forecasting accuracy from 41% monthly variance to 0.7% within 4 months.Key Accountabilities:Provision of management information to Directors Group, Board and key internal and external stakeholders to aid decision making processes, concerning strategic HCA programmes and administration;Management of budget formation concerning pay requirements and key support budgets, including IT. Monitoring of performance against budgets, highlighting potential issues;Monitoring and reporting to Executive team and senior management concerning delivery of Agency efficiency targets and operational restructuring;Management of financial information to inform corporate and business planning exercises, benchmarking and value for money commissions.

Key Accountabilities:Gathering information from programme managers and preparing monthly and daily cash flow forecasts to be submitted to sponsor department. Preparing annual grant in aid forecasts;Significant contribution to budget formulation;Compilation of monthly information to be used when reporting on Hospital Sites Programme;Monthly reconciliation of Payroll control accounts;Responsible for ensuring all sites requiring elections to waive exemption are opted accordingly;Communication of Chart of Accounts to non-financial colleagues using the Agency’s intranet;Responsible for collating information to be used in statutory accounts disclosures included Remuneration Report, accruals, retentions, prepayments and income billed in advance