Strategic planning for future projectsFull responsibility for the finance function overseeing 45 staff membersOverseeing the internal control environment and ensuring the implementation of process improvementsDriving the profitability of the company through supplier negotiation, GP determination and budget monitoringOverseeing acquisition due diligence processes and post deal Finance integration

- Full responsibility for the Finance function, reporting directly to the CEO, overseeing a Finance team of 20 plus people. - Plan Strategically. Establish the planning for the Finance Division on a short, medium and long-term basis. Define, develop, integrate and be accountable for strategic plans of the Finance Division.- Participate as an active member of the EXCO team responsible for the long-term plans and/or budgets (5 years+) translating strategy into action for the Group. - Direct the development and implementation of budgets, operating policies and management procedures. Includes overseeing financial management issues, identification of problems, and direct implementation of solutions.- Direct the establishment of internal financial controls and ensure the audit operation and reporting requirements comply with applicable legislation, policies, standards, regulations and generally accepted accounting principles and practices.- Direct the development of financial and administrative documents used in executive decision-making and provide technical consultation and advice. Involves taking responsibility for the preparation of monthly and annual financial reports.

I was offered a position back at Northern Trust after an unsuccessful attempt to settle back in South Africa. This role provided a further opportunity to expand on my management experience as I headed up a team within the Financial Reporting department, managing a team of 4 people, whilst continuing to develop financial reporting skills with monthly reporting and review, statutory financial statement preparation and review, capital forecasting and board level reporting. The arrival of my third child saw me take the decision to permanently relocate back to South Africa.

This role saw me take on the management of the full accounting function with a team of 12 people reporting to me. I had numerous reporting deadlines each month and prepared and reviewed various elements of the monthly reporting pack. I was responsible for the oversight of the procurement process and had responsibility for the review of the monthly account reconciliations. Unfortunately personal circumstances forced me to leave this role and return to Northern Trust in the UK.

I furthered my financial reporting experience with this role as the role entailed legal entity management for a number of the entities within the group. I was responsible for monthly management reporting and variance analysis, account reconciliations, capital forecasting and board level reporting.

This role allowed me to gain experience in the retail property sector. This was a role which required a broader spectrum of processes, but on a smaller scale than my previous role. The role entailed performing monthly management reporting and variance analysis, cash flow forecasting, budgeting, general ledger account reconciliations and board level reporting. I also furthered my experience with statutory financial statement preparation which not only involved preparing the accounts but also fielding external audit queries.

This role saw me gain international exposure with a top tier financial institution working in the highly pressurised environment of the Group Finance team. Here I furthered my financial reporting experience as I was part of the team that put together the Barclays Annual Report and Half Year Results Announcement. These would require extensive input from the entire department with tight deadlines to be met throughout the production of the document. On a monthly basis I was responsible for account reconciliations and consolidation reporting. I also gained experience in Sarbanes Oxley process narratives and documentation.

I returned to practice with this role and furthered my audit experience with a number of diverse clients in varying industries, but with a focus on more manufacturing sector clients, whilst working in the high pressure, deadline driven role of an audit manager for a Big 4 firm. During this time IFRS implementation was in focus in South Africa and I assisted a number of clients with first time adoption of IFRS and the challenges involved. I developed extensive experience with staff management and performance reviews. I furthered my experience with both preparing and reviewing statutory financial statements and I became heavily involved in staff training, and was given the role of leading the training of staff in the KZN region. I was responsible for winning business for the firm, including winning one of the largest audit tenders on offer in 2006, beating off competition from all of the other Big 4 firms.

Contract position managing the finance department of a web hosting firm.

Short term secondment to the Deloitte office in Charlotte as part of the JIT program that Deloitte had in operation at that time.

I completed my training contract at Deloitte from 2001 to 2003, with a majority of my clients being in the manufacturing sector. By the time I reached my senior year, I was responsible for daily management of teams of up to 10 people. I had first time passes for both parts of my Board exams.