Tim Denham Email & Phone Number

Boston, MA, US

Boston

Lead team of three Business Finance Analysts with responsibility for reporting, forecasting, and analysis for Santander Consumer Bank. Partner with business management teams to support decision making for Consumer deposit, Consumer lending, Cards and Mortgage business lines. Report to Consumer Bank CFO.

Boston, MA, USA

• Business finance partner for Santander US Cards, managing one direct report (Planning & MIS - Cards Analyst). Responsibility for reporting, forecasting, analysis, cost management for credit card, debit card and.
• Designed and implemented streamlined reporting processes to increase speed, efficiency, transparency and consistency of month end reporting, leveraging Hyperion Essbase and Excel skills.
• Leveraged improved reporting process to develop management accounts report providing Cards management team with P&L performance and key driver trends for each product line.
• Created vintage reporting spreadsheet for Cards Risk team replacing prior version to enable timely reporting of results, drive efficiencies in process and create input feed into credit card vintage portfolio.
• Designed vintage based credit card forecast models for new business and existing portfolio to enhance quality of forecasting.
• Absorbed additional responsibilities and enhanced team output with existing resource through efficiency gains achieved through implementation of processes and enhancements made to key Excel files.

Leeds, United Kingdom

• Lead team of 4 FTE with responsibility for the P&L close process, consolidation and reporting of business units results into 3 main stakeholder groups within matrix structure, and co-ordination of planning process.
• Designed and developed streamlined reporting process to increase speed, efficiency, transparency and consistency of month end reporting. Utilised Cognos skills and knowledge to reduce extensive spreadsheet linking.
• Aligned Santander Cards P&L reporting to Santander UK bank requirements following group structure change in Nov 2010. Built relationships with key UK bank contacts and utilised information available to map chart of.
• Identified gap in Finance systems following transition to Santander (Oracle Discoverer replaced with text file containing transactions) and leveraged expertise within team to design, build and implement bespoke MS.
• Despite significant system issues resulting from integration of Cards business into Santander IT environment and the acceleration of planning timelines successfully delivered 2011 plan to required timelines.
• Secondment to Santander US Cards June-September 2012.

Leeds, United Kingdom

• Lead team of 4 FTE with responsibility for the P&L close process, financial planning and to provide financial support for business decision making. Represented Finance within GE / Santander business integration team..
• Volunteered to take ownership of bad debt accounting and led project to re-engineer process using systems knowledge, analytical skills and logical mindset. Achieved alignment to SCUK bad debt policy and accurate bad.
• Led 2008/09/10/11 financial planning process using organisation and coaching skills to drive planning and Cognos knowledge into inexperienced team, ensuring plan produced in both GE and SCUK formats to stakeholder.
• Owned development of income and cost Excel models, using systems knowledge and modelling expertise, to facilitate alignment to SCUK / IFRS accounting policy.
• Absorbed Finance responsibility for operating expenses and bad debt into team, through process re-engineering and coaching to deliver efficiency gains, ensuring that additional resource was not required.
• Recognised as ‘Top Talent’ in 2009 appraisal process (i.e. rated within top 20% of employees against Finance pier group).

Leeds, United Kingdom

• Lead team of 3 FTE with responsibility for providing financial support for business decision making and the review and challenge of pricing decisions. Reported to Head of Finance GE Money UK Auto.
• Volunteered for Cognos project role, while continuing to fulfil requirements of BAU role. Designed, built & implemented planning model for Auto P&L, delivering planning solution that reduced plan timescales, minimised.
• Drove profit focus within the sales force through setting of goal congruent sales targets and bonus schemes, resulting in increase in margin through 2007 and into 2008.
• Responsible for Pricing Review pitch at monthly management team Business Review meeting. Used opportunity to influence and gain management buy-in for decision making – for example cessation of unprofitable products.
• Rebuilt Pricing team, within first 3 months of role, including recruitment, training, coaching and development of two new Pricing Analysts. One year into role identified opportunity to reduce Finance resource via.
• From August 2008 role responsibility expanded to lead team of 4 FTE with responsibility for the P&L close process, financial planning and to provide financial support for business decision making.

Leeds, United Kingdom

• Responsible for the production of monthly Management Accounts pack, completion of financial modelling for business planning sessions, and the development of “Channel” reporting. Reported to Auto FP&A Manager.
• Selected by CFO to represent UK business as part of the Global Planning & Reporting Standardisation (GPrS) project team, due to planning experience and financial systems knowledge. Responsible for development and.
• Requested by project leader to continue involvement in GPrS project, to act as a voice of the user base and utilise modelling skills to assist team with selection and appraisal of suitable planning systems, including.
• Owned project for early termination of high profile £400m client loan facility. Liaised with GE Corporate (HQ) and client Treasury functions to calculate repayment and termination fees chargeable to the client.
• Developed Channel reporting, planning and analysis to aid management decision making, resulting in closure of 2 business channels and cessation of 3 unprofitable relationships with significant dealer clients.
• Tracked and communicated cost reduction project spend for site closure to HQ. Accurate cost tracking and timely communication ensured ~£1m of restructure funding was successfully obtained.

Leeds, United Kingdom

• Responsible for the analysis, reporting and planning of £30m cost base of the Auto division. Reported to Auto FP&A Manager.
• Built relationships with Auto managers, drove knowledge, developed and embedded a productivity culture, resulting in 2004 operating expenses 2% favourable to £28.6m target.
• Owned planning of operating expenses and developed analysis skills through preparation of pitch information for 3 annual planning cycles. Ensured plan timelines were met, and cost centre manager buy-in was achieved.
• Instigated cost centre manager training, using Finance knowledge and presentation skills. This assisted in developing relationships, gaining buy-in and ensured close and planning processes were completed to time.
• Drove automation and digitisation of close reporting by utilising system knowledge and report building skills, resulting in timelier month end report production.
• Key Finance consultant for Auto Fees Project tasked with a £1m income target, providing finance support for justification and transparency of fees.

Wotton-under-Edge, Gloucestershire, United Kingdom

• Reporting to Finance Systems Development Manager. Responsible for development and maintenance of Cognos (formerly Adaytum) Analyst System, used for consolidation of actual, planning/forecasting/budgeting data and.
• System administrator, including responsibility for assigning system access rights, installation of system software on client workstations and servers, and maintenance of system documentation.
• Cognos systems expert within the business, owning model development and responsible for delivery of system training through production of system user notes and training presentations.
• Provided front line support for system users across the group. Utilised communication skills to overcome language barriers ensuring month end and planning timelines were met by system users.
• Improved system through modelling skills, resulting in a system with increased data accuracy and reduced processing timelines.
• Owned system design, build and implementation in French and Japanese subsidiaries and conducted system support visit to Irish subsidiary.

Ba (Hons), Economics

Acma, Management Accountancy

Associate since September 2008.