ELM is a not for profit federation of all independent GP practices throughout the South Tees area

Offering over 15 years of experience in providing finance and accounting services. Areas of expertise and services include:- Provide management consultancy and accountancy services primarily to Charities and SME’s- Understanding clients and helping them to utilise their resources effectively to achieve both their short-term and long-term objectives- Provide independent and external perspectives to provide scrutiny and challenge to support strategy development- Contribute to board meetings and sub-committees, for example audit and risk committees- Implementation of organisational change and turnaround strategies

The NUS Group is a group consisting of 4 entities; 1 charity, 1 not for profit, 1 commercial business and 1 holding company with the principal activities of representing and supporting students locally, nationally and internationally. Turnover is in the region of £20m.• Responsible for developing, implementing and executing financial strategies in order to ensure financial management and stability along with overseeing effective risk management. • Attending quarterly board and finance committees to present finances and ensure thorough understanding to enable appropriate decisions• Setting and leading a clear strategic direction for the finance team and the group’s finances, ensuring that operational plans are in place to underpin these activities.• Set and lead the development and implementation of strategies for finance, risk management and IT• Ensure that the key stakeholders: members, elected leaders, Board members, Finance subcommittee, auditors and bankers have confidence in the financial and risk management activities of the Group.• Be an effective member of the Executive and Leadership Teams, contributing actively and effectively to significant organisational strategies and decision-making, and managing relationships with colleagues across the group.• Management of finance team and IT team (20 staff)

• Responsible for delivering accurate and robust financial information to support the Group’s objectives and enable consistent and strong financial decision-making• Responsible for the preparation and communication of accurate and timely budgets, forecasts and financial reports for the Heads of Department, Exec Team and the Board • Aid the Exec Team in the definition and implementation of business strategy and policy • Responsible for the production and delivery of monthly management accounts• Deliver company's statutory and fiscal requirements - including liaison with auditors, VAT returns and tax computations• Identify areas of under-performance against business financial targets and work closely with business leaders to identify and put in place timely remedial action to keep overall business performance on track against financial targets • Review and optimise financial processes and procedures and proactively implement improvements and recommend best practice • Cash and treasury management of the companies bank accounts• Creating clear service levels and standards for the delivery of finance support to the business and key stakeholders • Provide strategic and inspirational leadership to the finance team

The Homeform Group is a privately owned Company comprising Moben Kitchens, Kitchens Direct, Dolphin Bathrooms and Sharps Bedrooms. Turnover in the region of £160m.• Responsible for reviewing and improving processes, ad hoc reporting and improving the reporting process. • Liaising with the marketing director to ensure that the marketing offers and contract price calculations are workable and feasible.• Margin analysis on all products including maintain list prices in CAD• Setting up reporting for new product development, to review the impact of new products and view lifecycle analysis• Create and maintain Cognos Reports for all Showrooms and Trading KPI’s• Propose and implement a new commission structure for Designers to align their behaviour with the needs of the company

The Adelphi Group performs market research for the pharmaceutical industrial. The turnover for the group is in the region of £150m.• Responsible for preparing the management accounts for two companies, arranging the annual budgets with the management team and managing both client and supplier agreements along discount agreements. • Presenting the accounts at monthly management meetings and attending the board meetings for the companies that I am responsible for.• On a project basis, managing the budgets for all projects undertaken and liaising with the project teams to control costs and manage the client. • Management of 2 staff along with additional shared staff• Performing finance induction training to all new members of staff and identifying myself as the main point of contact for all queries.• Maintenance of the management information systems which include the production of the monthly accounts work in progress report for each project, project enquiry system, customer satisfaction database and financial intranet system.• Monthly forecasting• Ad hoc systems creation and/or development, revising processes and ad hoc reporting.• Responsible for the conversion of 18 months of accounts from cash accounting to accruals accounting during the acquisition of an American subsidiary to facilitate the buyout. This included 18 months of data for each individual project along with profit & loss and balance sheets for these 18 months. • Following the purchase, responsible for full system implementation into the acquired subsidiary

United Phosphorus manufactures herbicides, pesticides and insecticides for the agricultural industry. The turnover for the company at this time was in the region of £15m.• Initially employed as financial operations supervisor, I was responsible for the preparation of the monthly management accounts, preparing the corporation tax returns and liaising with the auditors regarding year end accounts and submissions, supervising the sales and purchase ledger functions, preparation of full budgets and forecasts, maintaining the fixed asset register and monitoring capital expenditure. This included line management of 5 staff. • After a year in this role I was then promoted to Finance Manager which involved many of my previous tasks along with managing the new financial operations supervisor, maintaining the bill of materials for each product manufactured and reporting on the variance in relation to yields, sales and cost of sales. • Preparation of the sales budgets along with the sales managers to provide this information to the production manager and ensure that sufficient goods would be manufactured to cover the anticipated sales.• Responsible for implementing a new accounting system across the two UK sites and ensuring that everyone had the relevant training required. • Responsible for converting the Danish subsidiary to a representative office which involved spending time in Denmark to be trained on use of their accounts system, and preparing their VAT returns, intrastats and various tax returns. • Responsible for maintaining the accounts and preparing the associated returns in Danish for this representative office.• Continual improvement and streamlining of procedures, including computerising functions which were previously carried out manually.

FKB Electrical is an electrical contractor working mainly for the construction industry. The turnover during this period was in the region of £1m.I originally joined FKB in 1994 as a receptionist, then was promoted in 1995 to office supervisor and then finally became the financial controller in 1996. In addition to this I was also the Company Secretary from 1998.As financial controller I was in direct control of the company accounts; maintaining sales, purchase and nominal ledgers. This included preparation of the month end accounts including management reports, performance indicators and cashflow forecasts. I also had responsibility for credit control and general bookkeeping including prepayments, accruals and depreciation, VAT returns, purchase payments, payroll, NI and PAYE returns. During this time I was responsible for one member of staff.Achievements:• Initially all the computers were stand alone and not on any network. As the company expanded and there were more admin staff it became necessary to network the computers. I was responsible for producing the specification of the work required to network the offices and then procure the contractors to do the work. In addition to getting the computer network installed, I was also responsible to managing the transfer of the accounts on to a new, networked accounts system.