Following the acquisition of Adam Phones, a leading Independant Service Provider, I oversaw the Finance function as we grew the mobile business 5 times over through a mixture of organic and acquisition activity. This gave us wider capability across Fixed Line, Hosted Telephony and Connectivity creating the foundations for our Radius Connect brand.As we grew from 1 entity to 6, my role was to oversee all FP&A, Commercial reporting, Board updates, Financial Control, assisting with our strategic ambitions, direction and structure.

Responsible for all Board level reporting - including Private Equity investors, Budgeting and Reforecasting activity and ensuring financial consistency across the group. Working closely with our senior finance leaders, I administered group level financial control, and proactively challenged existing processes and policies to help drive the business forward. I acted as a key business partner, focussed on group wide analysis, enabling better visibility and understanding of financial performance, helping the business to make better, informed decisions to achieve its objectives. I also managed the day-to-day activity of the Financial MI team, and BAU ERP Support Team. Working closely with our stakeholders, we tailored and supplied relevant analysis across the group, involving all our products, in all countries that we operated in, and any new ventures or products launched, as well as ensuring our systems delivered to the needs of our users with the relevant controls in place.A further element to my role was in reviewing, documenting and improving processes, particularly within our Treasury function. I focussed on looking at our Intercompany process, Working Capital management, Bank Guarantees and accounting for our debt structure.

Business partner between our senior Sales, Product and Audience leaders, promoting and ensuring wider engagement with our strategic drivers. In my final 6 months with the business, I was able to lead on the delivery of a system driven, monthly rolling forecast which fully engaged the Sales leaders, driving real ownership of their numbers and all round improved visibility of financial performance.

Focusing on our core revenue streams, my team and I supported the business by examining sales activity across a wide range of metrics to enable us to constantly challenge our business leaders. Working closely with our technical architecture and reporting teams, I enabled better visibility, transparency and clarity of performance in a fast paced, dynamic environment. As new challenges, products and business structures arose, my role was to ensure the insight delivered was relevant, understandable and generated a call to action.I played a key role in our operational projects, including development of our CRM system, improving lead processes, redefining data structure, improvements to our billing structure and our overall delivery of business insight. This involved working closely with and influencing key business leaders, alongside delivering our message to the wider audience to ensure clarity and confidence in our goals. During my time with Autotrader, one of my greatest achievements was assisting with the removal of sales commissions and weekly billing. Given the new direction this took the business in, this involved significant remodelling of our data warehouse, redesign and delivery of key operational reporting and maximising engagement across all levels of the organisation. Throughout the 18 month process, I was instrumental in the planning, designing, and delivery of the project, enhancing the insight delivered, and the operational efficiency which made it possible.

Management of a team of 4 training accountants to prepare and maintain the management accounts for three trading divisions and two additional business entities. I controlled the cost base for the central business, managed marketing income and third party funding, oversaw bank and cash reconciliations, as well as competitor analysis and capital expenditure.Working alongside senior management, I managed and improved ways to control and communicate income and expenditure areas. By focusing on efficient, accurate information my team and I were better able to assist business decisions, ensuring transparency and confidence in our reporting / analysis.

Core responsibilties included managing, analysing and supplying key reporting to assist senior management in business decisions. This was predominantly operationally focused and included monitoring key KPI’s; reporting on current business focus areas such as new opportunities to drive profitability; analysing performance against target and assisting with ad hoc queries from various areas of the business. I was also responsible for developing new reporting and key performance measures for new opportunities or business focus areas in both the short and long term.Prior to this, I was responsible for managing, reporting on and accounting for the Bonus & Commission schemes in place across the Retail estate. This involved the forecasting, calculation and payment for all store based employees.Alongside my primary roles, I oversaw the implementation of new bonus & commission schemes, costing and monitoring of incentives and developed an optimal store rota model which was later implemented across the estate. I also continued to manage and report key figures to the business including individual sales performance, labour turnover and management of the store target setting process.

Working alongside my College and University studies, my responsibilities in this role included:• Preparing end of shift / day reports; end of week reports• Training, coaching and supporting team of 40 employees• Inventory and cost of sales analysis• Forecasting, labour budgeting and weekly sales analysis