Transforming the Finance function through implementing NetSuite across the Group

Providing Interim CFO and CEO support.

Forever Learn is a capacity building solution that promotes inclusive economic growth in the emerging markets. We focus on the 13-19-year-old youths, as in most emerging markets up to 65% of these students drop out of school with no skills after 12 years of age.We build modernized and integrated education solutions, that help accelerate the development of quality human capital through improved infrastructure, ICT integration, career-driven competence-based learning, and high-performing teacher professional development, with an intentional focus on equity and inclusion for learners of marginalized and disadvantaged groups. Our Teacher professional development and student programs are designed with the aim to empower youth and to maximize student ability to be active, employed, citizens while obtaining their secondary education as well as Vocational training accreditation and industry certification. Our FL integrated program addresses the needs of “the Last Mile” and enables agents of change and social entrepreneurship hubs, helping to revitalize rural communities and spark economic growth in sectors of impact such as: agriculture & food processing, aquaculture, tourism, fisheries, forestry, energy, health, and water/waste management.

I joined the company as Chief Financial Officer in October 2016 and then after a period of nine months I became the Interim Chief Executive Officer also. During this period of two years I drove dramatic cost reduction programmes, focused the company on getting back to a core well run profitable business that iwas totally investible. The true test of this was in August 2017 when the company had three prospective purchasers and the company was finally sold to a high net worth individual who also owns Crew Clothing.

Provide financial leadership to the blur group as they moved forward on a mission to make s-commerce (the buying and selling of business services online) a reality for every business

Chief Financial Officer of Specialised Vessel Services ltd, as well as Group Chief Financial Officer for the Comarco Group.Responsible for all financial and fiscal management aspects of company operations, providing leadership and coordination in the financial, business planning, statutory accounting and budgeting efforts of the company whilst at all times being the Business Partner to the CEO and Management Team.In this role, I took a small time Finance Function and turned it into a world class Finance Team. This team under my leadership delivered excellent timely Management information, managed cash on a dally, weekly, monthly and long term basis to optimise working capital, and produced statutory accounts in Industry best in class times.All of the above was time critical as the company continued to grow and invest it had to have business modelling and financial systems that support future investment decisions, Investor requirements, and yet at the same time ensures effective day to day management of all financial matters.

Full CFO responsibility for all Financial matters of Uniblue Systems Ltd. In addition to the role of CFO I also had full business responsibility for Human Resources, Legal, Business Intelligence. During this period I delivered significant cultural change, business reporting and new systems and processes to bring the operational side of the company to world class levels.During my time at Uniblue I was also asked to lead the company as CEO for six months in addition to my role as CFO, a challenge that I took on willingly.. During which time I led the company back to a period of operational stability, and delivering both top and bottom line within agreed plans. This was a period of massive business transformation which has secured the base for the company to move forward from.

Following the completion of the $100m re-financing in September 2010 I focused my energies on the incoming COO, who then become the Groups CEO.• Allowing CEO time to drive company strategy by– Support CEO in development and communication of Strategic Plans– Taking day to day operational issues from CEO– Focus on driving engagement and excitement across the organisation to strategicgoals and direction– Monitor progress against strategic plan milestones and coordinate and facilitateactions to ensure plan objectives achieved• Drive operational excellence, driving accountability across the organisation• Board preparation/transparency

Brought in by the VC syndicate of Investors who bought the Logica Wireless Network Group and for $525m to create a stand-alone group capable of being listed on the UK stock exchange within 3 years.Acision was a $500m turnover company, and this was a very complex deal governed by a complicated TSA. Specifically in terms of the carve I had to deliver the following;• Carve Acision both financially and operational from Logica as the Wireless Network Group was not a stand alone group• Drive a performance culture across the Group with the new CEO, and drive a real focus on cash as when within Logica the Group had never had to be responsible for its working capital requirements.• Create a stand alone group from a financial systems perspective which comprised of 37 legal entities across the Globe• Implement tax efficient transfer pricing and other tax schemes ensuring IPR was appropriate domiciled• Create a world class finance team from a subsidiary finance function of a PLC• Focus on the effective management of working capital driving improvements to WIP management, cash collection and the back to back coverage of commercial deals with our customers, 3rd parties and supply chain partners• Implemented Salesforce.com across the group to give real visibility to future pipeline andcurrent month, quarter and year order book conversion• Implemented a weekly commit process to drive the closure culture across the group• Designed and implemented FP&A systems across the group to give effective Board and CostCentre management• Drove the IPO process from start to finish ensuring the Group had a 3 year track record, andmet all statutory requirements for becoming a listed company• Delivered a $100m refinancing of the group in 2010• Implemented a group wide governance process which covers all roles, responsibilities anddelegated levels of authority

Appointed by the VC’s who own Wavetrend to come in and get the company operationally excellent from its people strategies through to its financial and operational strategies. Responsible for• Finance• Human Resources• IT• Legal• Intellectual Property• Manufacturing & Operations

Appointed to work with Group Chief Executive to identify growth opportunities for the company as well as ways to increase the overall profitability of the core business.• Fixed Odd Betting Terminals – changed the companies approach to getting back into the market on this lucrative product line• Development – Identified people and organisational issues that have been holding Development back, and now have it on a path to become the companies great asset, whilst at the same time enabled delivery of major software to all big customers for the World Cup (a £1bn betting opportunity in the UK)• Identified almost £4m of savings from a £17m base to increase future profitability• Customer Service – developed a strategy and commenced implementing it that is putting thecustomer at the centre of everything the company does,

Worked closely with the Chairman & Chief Executive to develop a retail business in the highly competitive jewelry retail market. ̈• Delivered an IT strategy to give the company a competitive edge,.• Created the first on-line trading business for Goldsmiths in a 14 week intense period the website (www.goldsmiths.co.uk) this will become Goldsmiths largest single store within 5 years.• People strategy –delivered a people strategy resulting in the hiring of a Chief People Officer,development of Management training programme, and a new HR team being hired,• Created a pilot program for the small stores that saw double digit like for like growth in amatter of months, as well as major staff morale improvements. The pilot of six stores went so well that this has now been implemented in over 20 stores

Top performing large subsidiary within Microsoft with turnover >£1bn. A 15 year career through the explosive growth period with one of the top companies in the worldDirector of People, Profit & Loyalty (CFO/COO)• Developing and implementing a people strategy that took Microsoft over a period of 7 years from a company who was not the employer of choice for the people we needed to hire to one where our employees voted us the Best Company to work for, and was receiving over 2000 applications to join it every month.• As Finance Director developed a business model for supporting the business that was then adopted by the rest of the company• As a result of the quality of people and the strategies that arose, Microsoft in the UK was 30% higher on a revenue per head basis than anywhere else in the rest of Microsoft• Developing the Customer & Partner strategy in the UK working with McKinsey’s which prompted Steve Ballmer to completely entrust the UK to tackle Microsoft’s customer issue and resulted in a great program of events that instilled the customer ethos into the heart of Microsoft employees.