Here, I championed the day-to-day operations of the Finance function including Accounting, Transactional Finance, Analytics, Billing & Assurance, Credit & Collections and Commercial, leading a dedicated cross-functional team of 14, with 6 direct reports, monitoring performance, overseeing training and development whilst embedding a team-based culture. This has involved, developing and implementing commercial strategy in line with Origin’s goals and objectives to accelerate growth. This includes pricing policy, route to markets, tendering and contract negotiation activities; supported growth of the base by 125%, and growth of base ARPU by 15%. I also successfully, hold full accountability for transactional finance; implementing tight working capital management with weekly, monthly, quarterly cash flows whilst overseeing the company's banking and borrowing arrangements. Furthermore, I also have responsibility for revenue assurance, continually reviewing and streamlining billing processes and managing a monthly revenue of £1.5m. Some of my main key achievements include:• Increasing the presence in affiliate web channels through the development of pre-paid card reward prop, this encompassed identifying and collaborating with suitable partners on key solutions including process, graphics and commercials as well as supporting implementation with IT teams• Establishing all management reporting for a new business entity, defining key KPIs and profit centre structure to support the expansion of the business and multiple contracts • Overseeing all financial reporting including monthly financial reporting, budgeting and forecasting, 5-year financial plans and all statutory financial reporting• Working alongside the External Auditor to ensure compliance with regulatory legislation whilst building and maintaining robust relationships • Defined and embeds a Debt collection strategy.

As a Financial Controller, I played a leading role in establishing the finance function of this newly created Energy Marketing company (part of Fortune 500 UGI Corp) and acting as a Business Partner to the MD. This involved, reporting directly to the International CFO and MD; proactively managing the finance function whilst holding full responsibility for legal support and contract review; liaising with internal and external legal support teams, overseeing regulatory compliance whilst providing support to Sales on major contracts to maximise margin. Within this capacity, motivated and managed an Accountant, Business & Pricing Analyst, monitoring and driving performance and overseeing all training and development to ensure all organisational objectives were achieved. I also provided key support within preparing and achieving overall company growth strategy including budget and forecast preparation and submission, whilst also leading the development and implementation of products and pricing strategies. Throughout this role, I held direct responsibility for the full production of month-end P&L and Balance Sheet along with supporting commentary, overseeing cashflow and funding as well as budgets, building and maintaining robust bank relationships and fund sourcing as well as Capex Management, whilst leading the end of year process, including preparation of the statutory accounts as well as liaising with both External and Internal and auditors on all accounting and SOX matters. My main key achievements as AvantiGas included: • Spearheading the implementation of an ERP system and establishing development requirements as well as supporting the introduction of new global financial reporting software.• Played a key role within building the business from a turnover of £0 to a turnover of £20m; overseeing the specification and production of monthly KPIs across Finance, Sales and Operations• Financial and Commercial due diligence on two potential acquisitions.

Within Verizon, I acted as Business Partner to the EMEA Sales Directors, involved in business decision-making activity, providing financial and non-financial support. My role saw me, providing key commercial support and business case preparation for new market channels and products, whilst also reviewing all Partner sales in excess of £250k and agreeing on commission payments to Third Parties. I was tasked with supported budgeting, forecasting and planning; producing detailed revenue forecasts and budgets for Channel Sales (circa £100m annual revenue) through business partnering with the Sales, Global Operations and Billing teams. I efficiently produced detailed and comprehensive sales and revenue reports for the monthly business reviews; analysing performance trends and providing value-added commentary for the Channel Sales and Finance Director. Furthermore, I successfully managed Opex and headcount planning and forecasting, collaborated with the International Group Vice President & HR Director to establish regional sales resource plans, this involved setting Opex and COS budgets for the EMEA Sales teams (circa £250m), tracking actuals against targets and standardising headcount and expense reporting, identifying and recommending operational and process improvements and working to drive out unnecessary costs to deliver a £multi-million cost saving.

My role here, saw me successfully provide key leadership and direction to drive cost reduction and ownership across Vodafone Group Services with circa €1.5bn annual expenditure. I held full responsibility for month-end processing and reporting, overseeing monthly accounting transactions; developing 25 associated Balance sheet accounts and conducted detailed variance analysis and identification of risks and opportunities. In addition, I successfully led the development of financial models and supporting the analysis of Overheads and Project Opex following the implementation of a new ERP system. Throughout my time here I developed and implemented a monthly discretionary report for the Group CEO and CFO; analysing YoY Travel, Staff Entertaining, Company Phones, Contractor and Consultant expenses.

● Provided key support, coordinated the IT and Telco Enterprise departments with financial management reports, along with analysis and commentary on financial results● Developed project accounts in SAP, setting budgets, monitoring the progress of projects, investigating variances, approving expenses, and reporting on project profitability● Liaising extensively with Cost Centre Managers/Budget Holders, developing strong relationships whilst setting budgets and forecasts for revenue, Cost Of Sales and Opex● Held full responsibility for the preparation and posting of journals for accruals and adjustments into SAP ● Prepared monthly P&L reports, including commentary on budget variances as well as preparing the monthly review of reports with budget holders● Using Activity Based Costing to build P&L reporting; identified product groups, activities and cost drivers, and built a model in excel which could then be replicated in the ABC reporting system, which provided visibility of the product and channel profitability● Led the simplification of the Delegated Authority Framework within Gen-i (3000 employees) to improve accountability for decision-making, and providing enhanced visibility for senior management on activities and expenditure

The primary function of the Senior Commissions Analyst is to develop, implement and manage effective employee commission schemes that will deliver sales performance within the Enterprise function.Key Responsibilities:Scheme Creation & Implementation: Working with the Channel Heads and Sector Managers to model and develop commission schemes to meet specific Volume and Revenue targets. Creation and launch of a new scheme involving 40 employees to replace a scheme that was no longer fit for purpose. Payment and Performance Reviews: Monthly meetings with Channel Heads to monitor team performance and review and amend targets. Where targets were deemed too high/low, suitable recommendations were made to Channel Heads.Key AchievementIdentified calculation issues with an existing scheme, correction of these calculations and resolution of all outstanding queries from Sales Agents. Re-launch of the scheme to the 30 employees with improved appeals process to re-install confidence in the payment calculations.

As the Finance Manager in India I was responsible for managing expedition accounts, forecasting expenditure, and monitoring the budget. I also spent 1 month as a Project Manager (PM) leading a team of 15 on a sustainable tribal housing project.

Manager to the Network Administrator, I identified causes of commission leakage and worked to reduce or eradicate these. The benefit generated by the Leakage Programme ran to many millions. • Management: Recruitment of the Network Administrator, training, setting job expectations and appraising performance.• Project Identification & Appraisal: Identifying options available to the business to reduce commission leakage and increase sales. Conducting financial evaluation and modelling of business cases including sensitivity analysis and scenario planning. Prioritisation of these to be addressed by the Leakage Programme. • Project Management: Liaising with Project Managers (PMs) and Business Analysts (BAs). Sign off of Project milestones on behalf of the CFO. On several projects I took on the role of both the BA and PM, working directly with the IT department and the Networks to identify and implement solutions. • Reporting: Tracking actual results against Business case targets. Conduct post investment reviews of the Business cases. • Signoff on Network Terms: Review and sign off of Network terms on behalf of the CFO. • Planning, Budgeting and Forecasting: Preparation of the annual commission balance sheet forecasts (50), as well as the annual commission cashflow budget of over £1b.• Key Achievement: Overseeing the movement of the Shared Services Centre (SSC) to Portugal. Identifying potential issues with the move and meeting with the Commissions Controller and SSC Director to address these. Working with the UK and Portuguese Analysts to ensure handover ran smoothly.