Tim Barlow Email & Phone Number

Greater Manchester, Gb

Manchester, Uk, Gb

MFT is one of largest NHS Provider Trusts with Income of £2.5bn, Gross Assets of £1bn and over 28,000 staff I am responsible for leadership of the five major finance areas at MFT Group level, these areas include Financial Reporting, Planning and Transactions, Financial Shared Services Business Unit, Contracting and Income and Finance Innovation and Major Business Cases, this extensive role has full deputy responsibility also for the IM&T/Informatics/Procurement/Commercial and Charity teams. Since being promoted into the role have delivered all the financial requirements for the acquisition of North Manchester General Hospital, responded proactively to the multiple changes required to respond effectively to COVID, including delivery of 4 financial plans and budgets for 10 hospitals and 10 corporate areas in 18 months, ensuring resources were always available to the frontline clinicians. Maintained strong governance, including regular attendance and updates at Audit Committee and Finance Committee delivering two clean audits and developing relationships with both internal and external auditors. Working collaboratively with colleagues in strategy, operations and workforce have provided financial support and guidance in key business plans and long term business cases. Developed and supported financial innovation leading to the successful implementation of integrated budget, forecasting and planning software and currently reworking five year financial strategy for the Group using new financial platform.

The merger of UHSM and CMFT in October 2017 created Manchester University NHS FT one of the largest providers of acute hospital patient services in the English NHS some £2.5bn Income, 28,000 staff and assets of £1bn under management. As the new Hospitals FD and Deputy CEO for 4 Hospitals of the 9 in the new Group (local turnover £450m, contribution £106m). The extensive FD role included all reporting and planning requirement, as well as local responsibility for Estates and Facilities (including a large PFI and early strategic planning for new Hospital) Chair of local IM&T board and in addition all the Deputy CEO duties, including significant stakeholder engagement with system partners; CCG’s and Councils.Prior to the merger as CFO in the UHSM Executive team, a separate Foundation Trust, successfully worked on merging the two large organisations to form MFT, including representing the Trust at the CMA and working with KPMG to deliver all the due diligence requirements including extensive work on the Long Term Business Plan.In the years preceding merger conducted a major reforecasting exercise and implemented findings with NHSI, the hospital regulator, subsequently engaged KPMG, as part of the Financial Improvement Process to address the poor underlying Trust financial position and thus delivered a small surplus for 2016/17, tightened financial governance in all areas and focussed all staff on maximising income and minimising the cost of delivery. Worked extensively with the Audit Committee Chair and Finance Scrutiny Chair and attended all meetings, including Quality, Safety and risk committee providing strong governance commitment and well as exploring commercial opportunities for the Trust in PFI and other Managed Equipment Services contracts. Corporate Trustee of UHSM Charity, established a Charitable Funds Committee to review and accelerate progression of the use of £8m of funds to improve healthcare for our patients.

Diverse level of responsibility beyond that of Director of Finance, as well as having full executive responsibility for all aspects of Trust finance, contracting and procurement, I established a commercial department which focussed on strategic development, business planning, marketing and charity. I was also the SRO for the development of the Trust estates strategy. Additionally Chair for the North West Finance Skills Development group. As CFO for the Board of Directors delivered all financial reporting including successful Year End reporting as part of the Audit Committee and Financial Oversight committee, worked extensively with Chairs of those committees and led the relationship with internal and external audit, renewed approach and application of the risk and board assurance framework.

Extensive portfolio of key responsibilities, corporate, performance, financial and contractual, leading CIP and business planning processes. Have led process for the delivery of CIP schemes of over £60m, ensuring the Primary Care Trust delivered its financial target for the last four years. Built excellent relationships with three Hospital ( Acute) providers and led challenging contract negotiations. Led the commissioner affordability review for the service redesign of Trafford Healthcare Trust by Central Manchester FT and have successfully separated and closed the PCT to create and achieve authorisation of the GP led Clinical Commissioning Group, Trafford CCG.

Manchester, Gb

Worked alongside the Executive team in building and supporting the delivering a new strategy through a period of significant change and structural transformation, provided support and guidance, where required, at Board and in various committees including; Audit, IM&T and Governance.

Joined the organisation in March 2004 as the UK Airline Finance Director a couple of months after the PLC had announced a £911m loss, dealt with and resolved very significant structural, operational and accounting problems. Worked very closely with the PLC CFO to tackle and resolve the accounting issues and managed changed relationship with external shared service operator. Restructured the Airline finance team, reduced the Airline fleet and delivered significant savings and with the MD MyTravel Airlines achieved #1 position for Airline on time performance.In January 2006 moved to the UK head office and worked with the PLC CFO again on the strategic review of the business, being promoted to the role of UK Finance Director. Worked with the UK CEO and the team to deliver over £54m of cost savings and successfully reorganising the UK operation. Worked on the acquisition of new aircraft, retail estates and overseas hotel. With Turnover reaching levels of c £2.5bn and following a strategic review recognised the need to consolidate the then 4 major Tour Operators in the UK, this culminated in the reverse takeover of the entire PLC by Thomas Cook. I worked as part of a small PLC team to establish all the required financial, legal and commercial information and due diligence to support the successful takeover, delivering a 35% increase in the share price. In October 2007 as a result of the merger I moved to the enlarged Airline to lead the joining of 2 Airlines with the Airline MD. Successfully led the financial merger and synergy delivery of these two airlines with a combined turnover of £800m, 6.3m customers and 45 aircraft. Delivered a first year profit despite adverse movements in oil prices and significant currency fluctuations. Merged a combined finance team of over 100, successfully introduced SAP financials and outsourced to Accenture parts of the back office. Left once merger was complete and synergy savings had been delivered.

Gb

Joined Thomas Cook Airlines in October 2001 (immediately after "9-11") as Finance Director, stabilised relationships with all suppliers particularly Aircraft leasing and Fuel. Worked with Turnaround Director to deliver extensive cost savings to enable the business to generate profit in my first year as FD. Worked closely with new MD to improve internal and external business relationships in the UK and in Germany. Worked on Pan-European project out of Frankfurt with other Thomas Cook Airlines FD's to generate a 100m Euro cross fleet savings programme, that helped the aviation division mitigate the activity downturn.Promoted to UK FD following UK reorganisation in January 2003, based in Peterborough HQ delivered first year cost savings of £60m, worked with UK Group Treasurer to renegotiate banking and insurance faciities with 25 leading banks and financial institutions. Worked with UK Board on new business strategy to reposition the UK business of Thomas Cook.

Worked with the Rail CEO to deliver a new operational and strategic financial direction to the business to meet exacting standards of Arriva plc and regulator. Established two new brands, Trans Pennine Express and Arriva Trains Northern, developed strong and positive working relationship with the Strategic Rail Authority and other stakeholders, including some 2,700 staff, by improving quality and performance standards. Delivered return to profitability in the first year, generating some £25m. Sat on local Board of Directors and led the Finance team in all leasing and commercial matters including significant contracts such as Leeds First development. Established regional Financial Controllers in the three divisions and delivered extremely high governance standards and financial control.In MTL services working closely with CFO to transform the organisation through acquisitions of London and Northern bus companies and two rail franchises taking turnover from £100m to £500m in less than 3 years. Lead work on all the funding. legal and commercial arrangements as well as due diligence and franchise bids, working closely with City Lenders and Audit and Assurance teams from KPMG.Successfully recognised significant shareholder return by sale to Arriva in April 2000.

European venture, leading manufacturer of PVC, demerged from ICI. Delivered Business Process Re-engineering project and radical profit enhancing overhaul of stock systems. Introduced new IT systems and managed considerable outstanding debtors down, releasing cash into the business for investment and growth.

Leasing 97,000 vehicles, provided financial and commercial support to FD and commercial team. Developed new European leasing system and produced Tax returns for Inland Revenue in liaison with US.

Working with PLC Company Secretary vastly improved systems and controls in main subsidiary, introduced rigour around costing system and improved accuracy of reporting, including all areas relating to stock. Resolved number of significant payroll issues and improved relationships with Auditors.

Talbot Road, Stretford Manchester, Gb

Rapidly expanding Blue Collar recruitment consultancy needed Company Accountant to build financial structure to manage rapid growth, successfully delivered profitable growth.

Chicago, Il, Us

Mba, Corporate Strategy, Risk Management, Corporate Finance

Ba (Hons), Economics And Economic History

Education record