Trying to become fit and gain some competence at golf and tennis!

Following the merger of Ely Tax and Accountancy, overseeing the integration of clients.

The practice was merged with Whiting and Partners in October 2019.My Co-Director (David Bryan) and I ran our accountancy practice from November 2012, initially as a partnership, incorporating to Ely Tax and Accountancy Ltd from 1st January 2015.We had many customers with us from business start-up including sole traders, partnerships and limited companies. We also looked after self assessment tax returns for individuals, with a particular emphasis on buy-to-let landlords. We specialised in supporting small businesses and start-ups with accountancy and tax services including:- Sole trader and partnership accounts- Company formations- Limited Company Accounts and Corporation Tax- Bookkeeping and VAT Returns- Payroll- Self Assessment Tax Returns- CIS Tax Returns- HMRC Let Property Campaign

TaxAssist Accountants are the largest network of accountants who focus their accountancy skills specifically on small businesses and taxpayers needing a tax return in the UK. Specialising in providing accountancy services, tax returns, payroll, bookkeeping, tax savings and tax advice to small businesses.

Establishment of in-house finance function at an exciting time in the company’s history as it continued to grow rapidly and profitably.

Turnover 750mCompany rapidly expanding through acquisition- Responsible for circa 70 staff across multiple franchises- Launch of accountants conferences to establish consistency and team working- Balance Sheet review, decentralised accounting with 60+ Balance Sheets- Introduction of financial policies and controls- Development of Finance team bonus scheme- Delivered competency based appraisals - Implementation of internet banking across the group

6 Companies, Turnover £100M +, 27 branches, 900 staff - Responsible for circa 35 staff including full finance and administration team- Financial reporting to the board and company conference- Investment appraisal – new ventures and new branches, developments of existing business- Finance representative on systems implementation teamAchievements- Group Insurance review leading to significant savings with acceptable risk- Product costing model for large manufacturing site- Introduction of KPI’s and Balanced Scorecards- Cash improvements - faster cleared credits, settlement discounts - Successful renegotiation of bank terms - “Cost to Serve” review to measure real customer profitability beyond gross marginsRidgeons promotion history:- Initially employed as Group Management Accountant in 2002- Promotion to Financial Controller in 2005- Promotion to Divisional Finance Director in 2006

Turnover £150M, Call centre & home workers - Team of 40 staff- Responsible for financial reporting and controls for the UK Group- Focus on KPIs and informative management accounts pack- Cashflow and credit control focus following the US events of 11th September- Introduced fast incentives, paid in cash to call centre daily based on that day’s sales

5 Companies, Turnover £45M, 50 branches nationwide- Overall financial control for up to 5 statutory companies- Commercial assessment of contracts and branch rate review exercises- Implementation of Tetra CS/3- Finance representative on the steering team for the implementation of a branch roster systemBUPA promotion history:Initially reporting to the Finance director of the Goldsborough part of the group, on his departure the director’s responsibilities were absorbed into the Financial Controller role along with financial responsibility for a newly acquired sister company

This role included the establishment of financial procedures and controls and the introduction of monthly management accounts, enabling due diligence work to be completed ready for a take-over.Review of the Balance Sheet eventually showed that the liabilities of the business were greater than previously recorded to such an extent that I was obliged to put the company into liquidation.

- Statutory accounts and corporation tax computation for Duracell Batteries Ltd - Reporting under US GAAP- Project managed the implementation of Hyperion Pillar for Duracell Europe- “Fun” training in finance for non financial managers- Elected member trustee Director of the Duracell Batteries Ltd Pension PlanDuracell promotion history:- Initially employed as Financial Controller in Special Batteries Division in 1990- Promotion to Financial Accounting Manager in Duracell UK Marketing / European HQ 1993- Promotion to UK Finance Manager in 1995

Appointed to undertake responsibility for all aspects of Finance and IT within the division including:- Costing and transfer pricing for 100+ product lines- Upgrade of computer system used in all parts of the business including manufacturing- Finance procedures & policies for the division