A fast-growing (c50% pa) PE backed company with a ‘Buy & Build’ strategy, international fine art logistics and storage business operating across c20 sites in the US & Europe, turnover c£140m. Providing financial stewardship, performance insight, strategic planning, development & leadership of a growing finance team (c30) & enhancing financial systems and processes, leading FP&A, Accounting, Reporting & Treasury & Tax. Launched a governance framework, including an Audit & Risk Committee, strengthening financial controls, managing key stakeholders and covenant reporting. Chaired Risk Committee Maintained a positive cash position. Mitigated financial risk balancing funding requirements through a period of tight cash flow, with the sources of funds whilst managing banking relations & covenants. Introduced a standard board reporting pack provided analysis and insight into performance against strategic and operational targets monthly, quarterly and annually. Mitigated international tax risk by transitioning to a single tax advisor and introduced a tax governance framework, including leading Transfer Pricing & VAT reviews & Nexus Study. Provided strategic financial advice to the board on a £2m sale & lease back of vehicles. Integrated 5 acquisitions whilst improving the efficiency & resilience of back-office processes by implementing systems with AI technology to increase synergies. Reduced close period from 13 to 9 days by automating the financial processes & systems utilising AI technology to facilitate effective integration of acquired companies.

Control Risks is a specialist risk consultancy helping clients build organisations that are secure, compliant & resilient with 45 offices globally and a turnover of c$350m. Reporting to the CFO the role was leading the Regional finance teams across the globe during a transformation program, driving excellence in business partnering & financial performance and business partner to the COO.

Freightliner, part of G&W inc a US owned and private equity backed rail freight group, is the UK largest intermodal rail freight and logistics provider with a turnover of c£300m. As Divisional Finance Director reporting to the G&W Europe CFO, with P&L responsibility for the rail business leading day to day finance operations, and a member of the Rail Executive Leadership Team. Introduced customer profitability to drive commercial decision making, operations cost control & investment decisions and management of working capital

J Murphy & Sons Ltd, a UK & Canadian focused Infrastructure Group with £700m turnover. The role as deputy CFO was to lead day to day finance operations, reporting, tax and FP&A, as well as a member of the Group’s Senior Leadership Team and Audit Committee. Transitioned the finance team to a shared services operating model, whilst reducing cost by 24%. Created a 1st class finance team, streamlined the monthly reporting & established a robust risk & control framework. With the CFO succeeded in arranging a £40M revolving credit facility.

Lloyd’s Register, a global £1bn turnover independent assurance & engineering services organisation with 8000 staff in 84 countries. lead finance operations with a team of 400+ globally, optimising processes and financial control for the Group. • restructured finance globally through 6 regional hubs, inspired an entrepreneurial culture in the 6 FD’s towards profit improvement. Yielded £2M in 1st year. • Developed a strategy to increase services from the SSC’s (budgeting, forecasting, financial analysis) whilst using AI to automate transactional processes.• Lead a new global debtor process, reduced bad debts from £15M to £6M in 6 months.• Reduced legal entities in the Group from 225 to 150, saving £1.2M pa.

Lead a global operational accounting team of 300+. A member of the Group’s Senior Leadership Team & Audit Committee. • Lead a £14m transformation project to establishing financial SSC’s in Europe & Asia for over 60 countries, reduced headcount by 30% saving c£4m pa.• Created a robust risk and control environment with a new framework for the Group audit (c£1.5m pa) successfully lead changing auditors.• Created & sponsored graduate & apprenticeship finance schemes to attract the best finance talent.• Sponsored a treasury project to improve cash pooling & reduce trapped cash across 84 countries, reduced working capital by £30m.

Short term assignment for the CFO to transform the global finance function. Developed a vision and a strategy to transform the finance function (c400), introducing business partnering & separating controllership across the Group. Board approved & implemented by April.

Lloyd’s Register EMEA, a £500M turnover division of the global engineering, technical and business services organisation. • As FD, restructured the finance teams, introducing finance business partners to drive performance. • Achieved a reduction of £30M in working capital by introducing a process which drove accountability.• Successfully led the division as interim MD for 3 months.

CHEP, headquartered in the US, fast paced & data driven, operating pallet logistical services to FMCG customers across 22 European countries with a turnover of c€1bn pa. Promoted to the role in Jan 2005, business partner to the European SVP Sales, leading a team to provide insight & drive decision making on commercial initiatives & complex contracts. Re-engineered the revenue budgeting process and introduced KPI’s and monthly rolling forecasts.

Shortly after joining CHEP issued a profits warning & €125M restructuring plan. Partnered the VP Marketing to develop a new pricing strategy which added €50M Revenue pa. Created a business partnering culture with the commercial teams & developed customer profitability.

Business Development & Analysis was Nestle UK’s internal corporate finance & strategy consultancy, reporting to the CFO. Divestment of a c£8m Joint Venture and devised a business model to supply & service the new Allora coffee machine to new channels.