As a delivery lead within the Data & Analytics team, my project focus was to deliver a data management tool that could connect to the 50-plus varying ERP instances spread across Berry Global’s manufacturing sites. Connecting to the ERPs with a cloud integration tool enabled the team to consolidate domain-based data from across the global sites. Whilst leading projects I was also still the financial systems manager of the group’s financial consolidation system. With the importance of this platform, managing the finance system was a significant part of my role. When I left Berry I had 6 direct reports.Key achievements within the role:• Led a team of 6 colleagues with various roles – finance system admin, data analysis/reporting, project support, service desk operative. Whilst being the system lead for the group’s financial consolidation system.• Delivery lead for introducing a global data management tool into the business (Informatica), which is connected to over 50 ERPs, ensuring that the business can access data from all global entities.• Delivery Lead and technical SME (system accountant) for delivery of a corporate financial consolidation system.• Led the team’s drive for further agility, coaching colleagues with agile and promoting value-led culture.• Focused on developing colleagues with congruent workstreams to their developmental goals.• Collaboratively developed a communication format that gives business stakeholders comfort in what is being delivered supported by daily huddles and stakeholder review meetings which enables high alignment to drive high autonomy.• Worked with an engineer to create an ETL (SQL) that streamlines the load process into the corporate instance of the finance system.• Providing guidance and insight to colleagues’ analytic developments that assist the business in better decision-making.

The promotion to Group Systems Accountant was evidence of the effort that I made in making the financial consolidation system (Cognos Controller) stable, with optimising processes and being mindful of users experience. I made sure that the system was available for key reporting periods and collaborated closely with my colleagues within the finance team when integrating newly acquired businesses or developing reporting for new requirements. Key achievements within the role:• Successfully migrated data from a March Year-end finance system database to a September Year-end database.• Project manager for the data migration – moving fiscal year-ends and for Power BI implementation to report group KPIs.• Business analysis to assist 3rd party support partners in developing ETL process for successful implementation of an Azure data warehouse – SQL exposure. The ETL process from Cognos Controller to Power BI via Azure successfully replicates the reporting outputs of Cognos Controller.• Leading & prioritising work streams for Cognos Controller & Power BI resource (4 colleagues).• Strong focus on process documentation, to ensure continuity of processes, developments & changes.• Broad finance stakeholder engagement across the business.• Increased governance by configuring frameworks around user access/rights and supporting development of Sox controls. • Numerous reconciliation exercises, i.e. integrating acquisitions, developing BI reporting outputs, structure changes.• Presenting lead on group reporting systems training sessions with a global user base.• Upgraded Cognos Controller version alongside the group systems engineer – developed testing cycle/steps.• Review support desk tickets and develop plans to reduce future support calls.• Developed a solution within the financial consolidation system that enabled management adjustments to be reported in the same actuality as the statutory accounts without affecting the statutory data.

As the group assistant systems accountant, my primary responsibility was to ensure the group’s financial consolidation & reporting tool (IBM Cognos Controller) was available for reporting requirements. It was my responsibility to maintain and develop the consolidation & reporting tool and assist with future reporting requirements. I supported colleagues with simple and complex issues in the platform and developed solutions to mitigate reoccurring issues to provide better user experience. My quick assimilation of Cognos Controller assisted me with updating documentation and process guidance for end-users.Other main responsibilities include;• Support other development projects across the group reporting team, particularly around consolidation and reporting• Collaborate with group finance colleagues from other functions• Support the wider team in the integration of acquired businesses into the finance system structures • Maintain user and systems manuals • Assist in the provision of training to existing and new users• Primary point of contact for large system user base for system queries and issues Key achievements within the role;• Quick assimilation and comprehension of Cognos Controller & RPC reporting• Developing relationships across the globe with site finance controllers/managers • Reduced the time taken for system-generated advanced calculations by 50% • Developed a tool within the system that allowed 20 individual entities to load one centralised TB, rather than 20 individual entity TBs• Presented modules of our training to newly acquired businesses• Provided training and assistance to peers

My role at Homebase covered a breadth of areas across the distribution function that required me to multitask in an extremely dynamic environment. My primary task at Homebase was to manage the flow of stock in and out of the distribution centres (DCs) that maximises efficiencies whilst minimising costs and maintaining space. In order to achieve my primary duty I analysed and planned from a suite of business reports that I had created, developed and maintained (SAP, Business objects, Excel). The MI analysis that I produced assisted the senior management within the Central Distribution team with cross functional commercial decision making. One element of managing the flow of stock in and out of the DCs was to plan a weekly forecast that gave the DCs a forward looking view as to what their workload will be in the coming weeks. There is a multitude of analysis that inputs into the forecast and being close to that information is essential.Communicating cross functionally at all levels across the supply chain and appropriate stakeholders was imperative within my day to day role. If information is lost through non/mis-communication this could pose a risk to the distribution network and could push problems back upstream. Another aspect of the planning analyst role was to validate the suitability of proposed new SKUs that the commercial team wish to bring into the distribution network. Reviewing the new SKUs meticulously is important, I had to challenge the commercial team to review the new SKUs should a multiplicity of factors highlight a detrimental impact on Homebase.

I was a Forecast Analyst in a small team within the logistics department.The team was responsible for the generation, management and maintenance of a rolling six month business forecast. Within the role I monitored the monthly business performance against budget. In addition I provided analysis of actual sales vs projected sales of Indesit/Hotpoint models, as well as monitoring sales promotions. I was also responsible for maintaining the forecasting database that supports the day to day processes.A large part of the role was to identify and then analyse forecast errors, as well as supply availability issues and risk stock problems. I provided daily/weekly/monthly supply chain MI reports for stakeholders within and outside the business.

Whilst working at Ceva I evaluate and confirm recommended orders for Ceva's automotive client (Volkswagen Group UK)designated suppliers. I worked through the industry's prominent software (SAP) to support processes to enable optimum stock levels and replenishment. I analysed, investigated and reported (using SAP MM module as well as limited SD & WM modules, Excel and other business software) on any problems or issues and endeavor to apply an efficient and suitable solution.In this position I had to multitask effectively and work well under pressure to ensure I process time critical tasks throughout the working day. I also had to apply precision housekeeping through the SAP system to keep on top of my tasks and processes.For certain high value, fast moving SKU's I have to plan and manage forecast models to ensure that the stock is optimised towards VWG's financial and operational interests.I left Ceva as my team were relocated within the UK.

I was responsible for promoting EasyWeb Recruitment's core recruitment service and free training to a range of businesses throughout various industries. I had to present and negotiate Easyweb's services to a variety of professionals within Human Resource and Recruitment.

A Business Manager is responsible for the financial and operation performance of the restaurant and I had to keep the 65+ staff motivated in their positions so that the restaurant can grow sales & thus driving profit. After a successful year at Raunds I was moved to an underperforming Northampton store to improve the business’s operation, finance and people practicesFinance: Ensuring all my managers are aware of our targets & are proactively working towards exceeding targets, i.e budget. I also analysed financial data via Excel in preparing & delivering presentations & reports for my franchisee's management team. I had to forecast and plan P+L accounts for the month ahead, as well as preparing month end P&LOperation - Quality, Service & Cleanliness are key within food retail & a priority. I had to ensure my team were not complacent & constantly looking to improve. I welcomed staff’s use of initiative to further enhance our customer’s experience. Planning & managing changeTraining & Development- At the time of taking over both restaurants the stores training audit score was below target & within both stores within 3 months the stores were on target & were on a trajectory of improvement. In my time as Business Manager I promoted 7 Shift Managers & 3 managers were promoted to Assistant Manager rolesPurchasing & Procurement - Planning the ordering to ensure we had products available to our customers & were not holding too much inventory. My units had great success in clearing stock during promotions which assisted profitability. I put a PSL in place for small items in my franchisee’s group such as printer inkSchedule & Planning: Having the people in the right place at the right time & scheduling for the development of managers & crew. Applying staff forecast modelsCommunity links: Planning and setting up voluntary activities to assist the local council

My responsibilities included planning and organisation of shifts e.g.; staff placement and breaks, ordering and stock control, cash handling and banking, performing daily health and safety audits, management of waste control and managing customer service in store. Other tasks included hiring new employees as well as conducting the recently hired crew’s orientations. In addition I was responsible for planning the crew schedule and administering staffs performance reviews and managed staffs initial and ongoing training. I also had experience of financial analysis to assist in sales forecasting which subsequently had a massive impact on the stores profitability from purchasing the correct number of stock to ensuring the restaurant is not over scheduling or under scheduling staff to deal with the volume of sales.