Wayne Roberts Email & Phone Number

Overview: Private Equity I Project Management, Engineering, Construction & Facilities ManagementKey elements of the role: The introduction of financial control and governance, transparency on and understanding of financial performance, cash flow management and strategic planning/implementation & organisation change Summary: The initial focus of the role was intended to be on preparing the business for a sale with this shifting at the time of joining to a turnaround situation given the challenges facing the business from both an operational and financial perspective. There were a large number of the fundamental business controls, processes and procedures (financial, commercial and operational) requiring either implementation or a significant amount of re-engineering in order to support the business operations.The core processes around financial reporting/review, contract performance, bidding/tendering and cash flow/working capital management were some of the areas which were immediately addressed. Corporate governance, bottom-up budgets/forecasts, introduction of business KPIs and transparency on cash flow forecasting were areas where enhancements were also made and these changes were further supported by the initiation of monthly business reviews with the Profit Centre leaders. These reviews ensured that there was improved transparency on contract performance and working capital management which aided cash flow. In addition, they provided an understanding of, and ensured accountability for, profit centre performance as well as providing useful insights into management capabilities.The role had a large degree of strategy development and implementation which was complimented by a significant amount of business and organisation change. The Group Finance Director had responsibility for a variety of business functions including the core finance functions as well as commercial, IT, procurement, legal and property.

London, United Kingdom

Overview: Interim I Business and commercial advisory to facilities management and social justice businesses Key elements of the role: Provision of commercial claims management (c£12m), business financial review with associated performance improvement recommendations and contract bid/tender review & feedback (a successful tender worth T/O of c£100m + p.a.)Summary: The main purpose of the role was to provide finance and commercial advice across a number of contracts, potential contracts and a sizable standalone joint venture.Initially advice was centred around a large FM contract's operational and financial performance along with advice on the finance function performance. This was followed by commercial support in contractual dispute which included the assessing of potential claims, valuing of the claims where appropriate and then support in the ongoing discussions/negotiations around the claims settlements. The final element of the role was focused on the review and advice on a successful material tender for a UK/US joint venture.

London, United Kingdom

Overview: Business Acquisitions / Disposals and trouble shooting on material financial/operation issues Key elements of the role: Providing leadership, direction and advice on acquisitions and potential acquisitions including acquisition negotiations, price/valuation establishment and operational & financial due diligence. This role also included trouble shooting on material financial and commercial issues.Summary: There was a number of potential acquisitions during this role ranging in size from £2m to £400m with two being successfully completed. The role encompassed both directly undertaking as well as overseeing professional support on both operational and financial due diligence, acquisition strategy, pricing discussions/negotiations and business case approvals. This included input into synergy discussions along with integration planning and implementation.Outside of the core M&A related activities, there were elements of material contract reviews with associated recommendations of performance enhancement as well as problem resolution on material financial issues which required the application of operational insights, UK GAAP, IFRS, negotiations with funders and progression of commercial claims.

Cambridge, United Kingdom

Overview: Environmental/Infrastructure I Business establishment, acquisitions/integration, asset investments, commercial claims negotiation and delivering enhanced operational performanceKey elements of the role: Financial lead on the establishment of a UK environmental business within the Ferrovial Group (Spanish/UK JV partners). This included acquisition DD, finance lead on an acquisition (c£50m) and associated integration activities. Elements of the integration activities encompassed corporate governance implementation, finance team establishment, introduction of budgeting processes and appropriate financial reporting. There was also focus on strategy development/implementation and the negotiation/maintenance of banking and project finance facilities. Summary: The role could be divided into three phases being:(a) Business acquisition: Financial lead on a business acquisition including undertaking financial DD, overseeing valuation prep. and negotiation of S&P agreement terms/price. (b) Integration: This included the planning and delivery of the activities required to integrate the acquired business along with finance related activities including completing purchase price discussions, acquisition accounting (with an IFRS conversion), negotiation of banking facilities and overseeing the migration of the financial systems to SAP. There was an introduction of enhanced corporate governance, processes/requirements around decision making and changes to financial reporting and budgeting which provided a better platform for informed business decisions. (c) Growth and value creation: Upon settling the acquired business into the AmeyCespa business there was focus on the deliver of growth with the operational platform having been established. This came in the way of organic growth in the acquired business (contract revenue/margin enhancements/new plant developments) as well as a number of substantial contract wins and enhancing operational performance.

London, United Kingdom

PFI/Infrastructure Asset Management I Finance team turnaround and upskilling, equity investor value enhancement, project finance and investor/funder relations

London, United Kingdom

Infrastructure/Construction I Financial management of operational performance, business disposals, tender/bid approvals, IFRS, contract negotiations

London, United Kingdom

Various Including Singapore, London, Rotterdam, Houston And Wellington

These roles centred around the provision of financial and accounting support to a variety of businesses and across a number of sectors which included:• Assistant Global Controller (Shell/Kraton Polymers – Aug. 1999 to Mar. 2002): - (Pre disposal) Disposal preparation including IM financials, sale related financial analysis and pro-forma financial reporting, and;- (Post acquisition) Establishment of a stand-alone finance operation, group management & financial reporting and budgeting which supported global management decision making in a private equity environment• Business Analyst (Inchcape – May 1998 to July 1999):- Financial IM preparation, disposal related activities and Group Finance reporting• Associate Director (KPMG – June 2003 to Sept. 2004): - Providing business advice to a portfolio of medium and SME businesses

Chartered Accountant

Bcom, Accounting And Finance

Activities and Societies: OURFC

Education record

Education record