Responsible for the end-to-end financial performance of core operations group encompassing including the production and distribution network.

Operating as the Finance workstream lead for an active major transformation programme, the details of which are sensitive until launched in the market place. Two aspects of my role starts with the financial stewardship of the programme itself. Then going beyond controller duties my role is responsible for the delivery of the financial controls / governance of the new product and business environment. The addition of a new regulator onto EE consumer fundamentally changes the business practices of EE and it is imperative for finance to adopt to the new operating model. Specific duties and deliverables include:- Financial controller for all aspects of the program such as:o Budget, forecasting, actuals and variance analysis to senior stakeholderso Securing and deploying project investment from the Board of Directors justifying any changes in costs and the value of scope changeo Financial conduct of all vendor related activities from contract implementation to purchase orders and invoicingo Risk management and project planning for all finance related activities- Finance SteerCo lead as a 3 way representation between Finance, Marketing and Trading including:o Proposition strategies and the impact to IFRS15 Revenue accounting standardso HMRC review of contract changes and the implications for BT VATo Alteration or development of financial controls and practiceso Strategy and structure for Reporting / Management Informationo Sign off for new approach to performance measures with focus on a balanced scorecard methodologyo Determine changes to statutory financial statistics and prepare communications for the financial marketso Business case aggregation across multiple departments for Revenue, Margin, CAPEX & OPEX supported with the relevant Investment Appraisal techniqueso Prepare for benefits realisation post launch

Primarily focused on short term projects, the two key deliverables on this period included:1. A deep dive financial review of the F35 Lightning programme spanning 15 years as the platform prepared to enter service. This entailed a full reconciliation of the accounts, reviewing accounting treatment practice and evaluating spend against approvals. The evaluation of the project development phase would be used in a report to the NAO to demonstrate value for public money.2. Injtiate the financial governance for a new programme of work to run a joint Typhoon squadron with Qatar. Operating across multiple business units of Defence. A financial mandate needed to be established to define the procedures and policies of the programme. Spanning budgetary control, accounting treatments, VAT, Banking and so forth, the policies would go on to set precedent for future contract negotiations. Also, working with Qatar Defence, I was responsible for writing the financial implementing agreement to convert payment milestones and invoicing not covered in the initial MOU.

Managing finances for EE's commitment to the Home Office to deliver the next communications network for the Emergency Services

Full ownership for Consumer PAYM investment in customer device subsidies with an expanded team of 2 reporting lines. This role constitutes the active management of £1.7bn annual opex. Due to high fluctuation from month to month not only is accurate forecasting essential but decisive proactive measures are necessary to stabilise investment flows due to the impact on cash and front line resources. Development and communication of said strategies requires constant engagement with senior stakeholders across finance, propositions, marketing and channel trading. The ability to manage difficult conversations supported with a portfolio of possible and recommended solutions is a key characteristic of this role.Main responsibilities include:Weekly, monthly and 5 year forecasting for the volume of sales and upgrades along with subsequent investment spendDelivery of an initiative plan to maximise customer value and satisfaction while ensuring to hit stringent P&L targets.Channel trading reporting identifying the efficiency of each area to maximise customer value while maintain excellent customer service. Regular use of internal benchmarking and occasional external measures as the company seeks to maximise loyalty and customer satisfaction helps to identify opportunities and weaknesses to deliver constant improvementManagement of external trading partners to drive targeted sales volumes of high quality customers but with efficient investment to generate targeted Return on Investment and Payback.Device cost of sales planning to support supply chain with purchase requirements up to 6 months in advance in order to ensure the timely delivery of stock at key trading times. This extends beyond the role to ensure the correct mix of devices is procured but at the same time minimising working capital commitments to maintain an efficient organisation.

P&L ownership for customer upgrade investment and Indirect Revenue Share deals (£1.3bn pa)In depth forecasting of upgrade volumes and associated costs with time periods ranging from 1 month to 5 years ensuring to liaise with each directorate to align and agree on a standard set of assumptionsCommunication of the results to each key directorate with support to shareholder reviews comprised of full cost driver analysis with supporting insightsRisk and opportunities management for any potential impacts to EBITDA ensuring constant communication for each development to ensure the business hits full year targetsIn depth review of commissions forecasting on the Indirect Channel agreements including the build of an Activity Based Costing model from scratch and management of the resultant impacts with each directorateSpecialist support to the business to evaluate new deals and savings opportunities

My tenure in this role was split into two key deliverables for the business.The first stage was to train and develop my SAS skills so that I could provide consumer insight information to support the business needs on both a regular and adhoc nature. Initially reporting into a senior SAS manager, I assumed full reporting responsibilities shortly after joining the team and thus was the single point of contact for management information reporting for the department.On a larger scale, the second aspect covered managing the IT strategy for the team under the anticipation of the EE brand launch and technical infrastructure developments being carried out to bring the merger together. For this, I was the liaison for the department into IT and the brand project to coordinate new information requirements, risk management and developing new reports without being able to share the business plans with much if the team.Due to the nature of this work, I was required to operate with a wide variety of stakeholders across Finance, IT and marketing and needed to convey my financial expertise in a technical manner that allowed the project to meet our requirements. Communication was pivotal in order to ensure everyone was aligned to the needs of the business but at the same time maintaining the secrecy of the project.

Consumer base forecasting & reportingChurn propensity modellingConsumer profitability analysisProposition evaluations for Marketing and Senior ManagementKey Insight analysis identifying opportunities and weaknesses both internal & external

Cost modelling responsibility for key IT&N servicesCommercial renegotiation of IT contracts to achieve cost savingsProcess Improvement including non-Finance activities (related)Bi-Annual forecasting and reportingIntercompany benchmarkingKey finance rep in outsourcing the IT enterprise estate circa £30m pa

Management accountant for engine project generating profit in excess of $100m p.a.Month end reporting including accruals & concession creditorsQuarterly forecasting and monthly forecasting management of cash

Project leader for process improvement projects including Capital, Inventory and KPI reportsProject leader in standard changes & productivity managementControl auditor for annual physical inventory countBusiness support for the new RB282 engine programme

Creation of a business case model to support aftermarket initiativesSupport annual standards implementation. Identify engine cost impact with analysis of the key driversManagement of MoD accounts receivableAnalysis & reporting of debtor accounts, primarily overdue debts

Deputise as RTM 322 accountant Spares pricing model for commercial, RTM322 DMCInvestigate & resolve issues regarding invoicing at overhaul base Budgeting and forecasting on aspects of RTM322 & MTR390Balance sheet reconciliation for review with Chief Accountant

Investigating and action blocked invoices Implemented a BACs payments system for the departmentMonitor stock movements and manage RB211, unique orderTendered and signed two Trent 1000 test harness contractsConstructed a global supplier purchasing model to benefit from economies of scale