Leading on creation and delivery of all management and performance reporting for the BT Group for the Executive Committee and BT plc Board.Global Process Owner for Plan to Perform, accountable for defining shaping and aligning the agenda for management/performance reporting, planning and analysis in BT, across functional, geographic and business unit boundaries.

Responsible for reporting financial performance to the Executive Committee and Board of BT Group, as well as delivering finance transformation for key FP&A processes across the Group. I lead the Group management reporting team responsible for producing all BT Group financial performance reporting for the ExCo and Board on a monthly and quarterly basis, as well as associated analysis and insight to inform key corporate level decision making. A vital function in managing the results of the business, partnering with the CFO to deliver against our budget, plan, and market consensus.I also lead a team focused on transforming our FP&A processes as we transition onto best in class SAP planning and reporting tools. This includes setting the agenda for the planning and reporting calendar, designing and delivering key models and reports, and driving standardisation as we adopt a new information model and system suite. Working hand in hand with the global process owners and technical delivery teams, my team is shaping the way BT will plan and report for the next 10 years.

The Transformation Design team (within Strategy and Transformation) provides pan-BT leadership of transformation activities, from strategy to business case and through implementation. The team leads a range of growth, technology and cost management initiatives, all led by an objective of improving operational effectiveness and efficiency.My role includes:• Identification, planning and execution of business transformation initiatives;• Providing high quality, analysis led support to board level management in meeting strategic, commercial and financial challenges;• Managing relationships at senior executive level;• Leading multi-disciplinary project teams – setting direction and detailed work plans;• Transforming the BT Group financial planning and reporting cycle – improving forecast accuracy and transparency in efficiency reporting; and• Board reporting on 5 year financial, transformation and strategic plan.

Group Transformation provides pan-BT leadership of transformation activities, from strategy to business case and through implementation. The team leads a range of initiatives focused on improving operational effectiveness and efficiency, from the integration of EE into BT Group through to shared service strategy and robotic process automation.

Responsible for managing Jelf Group’s M&A projects from end to end. Highlights include the £15m acquisition of The Insurance Partnership Group in 2013, and the £20m acquisition of Beaumonts Insurance Group in 2014. Both deals have been instrumental to Jelf’s strategy of growth through carefully selected acquisitions.As a key part of a small team of three, typical challenges during an M&A project lifecycle include:• Initial desktop research and face-to-face discussions with targets. • Producing detailed desktop analysis to understand the business model, underlying financial performance, regulatory and control environment, and identifying key personnel. • Quantifying financial synergies and drafting business cases for board level discussion.• Advising on pricing strategy and deal structure, ensuring tax efficiency where appropriate. Providing negotiation support to the Chief Executive.• Undertaking detailed financial due diligence work including analysing and challenging profit and cash flow forecasts, identifying balance sheet risk, reviewing commercial agreements that underpin financial performance, and reporting findings, risks and issues;• Project managing the delivery of non-financial DD work streams through liaising with the heads of department across the business;• Developing an initial integration plan alongside the business unit and/or local office into which the acquisition will join;• Briefing our legal advisors on the preparation of share purchase agreements, and subsequently reviewing those documents in detail. Negotiation of the agreements with the vendors; and• Subsequent monitoring of financial performance against business case / budget expectations.I am also involved in areas such as raising bank debt finance, issuing shares, investor relations, and associated press releases.Outside of the acquisition cycle I am involved in ad-hoc finance, commercial, and HR projects.

Managing and delivering audit, transaction support, and finance advisory services for some of Deloitte’s largest and most complex clients in the South West, with a particular focus on the business services and legal sectors. Responsible for co-ordinating multi-disciplinary teams serving a range of clients.Between 2008 and 2010 I spent two years on secondment in the Sydney office working predominantly in the telecommunications sector, including working on the $4bn merger of Vodafone Australia with Hutchison (“3”) Mobile.