Simon Tuley Email & Phone Number

Trafford Park, England, Gb

Trafford Park, England, Gb

Responsibility for finance, business systems and HR.LUR is a £60m business operating from four sites across the North of England, employing 350 staff.

Providing financial and management consultancy services to a range of clients. Assignments include:DataCentred Ltd – acting as Interim Finance Director to a private equity backed, rapidly growing technology business providing datacentre and cloud services to a blue chip client base. Placed in the business by the current PE investors, providing financial, strategic and commercial support to the Chief Executive and wider business.James Briggs Group - working for my previous employer as Project Manager for the development of recently implemented ERP and CRM software. Working with the senior management team to drive change in business processes facilitated by the new system. Delivering administrative and operational efficiency improvements, and providing enhanced reporting capabilities.

After seven years as Chief Finance Officer at James Briggs (ITW) Ltd, led the business through the divestiture to Endless LLP (Private Equity) in June 2013. Secured an enhanced role, becoming Finance and Operations Director in the new business.James Briggs, turnover of £55m is a manufacturer of consumer chemicals and aerosols. It operates from four sites in the UK and has 280 employees.Reporting to the CEO with functional responsibility for finance, manufacturing operations, IT, procurement and HR. Responsibilities included accurate and timely reporting of financial and operational results both internally and externally; management of relationships with key investors, banks, auditors and regulatory authorities; building and developing a multidisciplinary senior management team; development of the strategic direction of the business including the identification and assessment of acquisition opportunities; Completion of the acquisition of an £8m manufacturing business including a successful restructuring and consolidation of manufacturing operations; delivery of operational improvements and lean methodologies across manufacturing sites; financial overview of all commercial contracts and negotiations. Managed a team of approximately 220 through 8 direct reports.

Joined James Briggs, a £40m subsidiary of ITW, a Fortune 250 company with revenues of $15b and 50,000 employees worldwide. James Briggs operated from two sites in north Manchester.Reporting to the CEO with dotted line responsibility to the divisional CFO and functional responsibility for finance, procurement, IT and HR. Led the implementation of the corporate strategy of 80-20 (based on Pareto analysis) across the business, including commercial, technical and operations. Following simplification projects based on the 80-20 principles, conducted several restructurings resulting in headcount reductions of 55 (approximately 25%) across the business.Managed financial reporting to strict corporate deadlines, including the production of all business KPI’s. Responsible for relationships with corporate head offices in the UK and US, development of commercial and financial strategies and the formulation of operational and strategic financial plans. Managed a team of 20 through 4 direct reports.

A joint venture organisation with 45 employees comprising The Premiere League, The Football League, The FA and the PFA delivering a range of services including apprenticeship training and community programmes through the 92 league clubs in England and Wales. Reporting to the Board comprising the CEO’s or COO’s of the joint venture partners with functional responsibility for the entire organisation. Specific responsibilities included: co-ordination of forensic review into alleged misappropriation of funds between 1989 and 2003; development and implementation of finance and administration procedures incorporating appropriate management and financial controls; implementation of restructuring of operation including formation of new joint venture organisations; introduction of planning and forecasting models and related management reporting and KPI’s; budget responsibility for £19m including payroll bureau services of £8m.