I am a CFO & Transformation Director, with more than 10 years' experience, delivering results for clients that drive Revenue, Margin, and cash flow improvements. A combination of CFO & Transformation I shape and deliver complex transformation programs, across all phases of transformation, from strategic assessments to hands-on implementation. A hands-on individual who translates complex requirements to the organization. I am experienced at the design stage through to delivery. A person that can see the big picture and at ease explaining complex solutions with senior management and operational personnel. Happy working with SME organizations that are looking to grow their business to the next stage of its business plan, by ensuring the back office systems and financial solutions are in place.Experienced in education, financial services and consumer based organisation.

I was recruited into the business with the key responsibilities to – • Re-structure the finance function• Responsible for all financial aspects; including PnL ownership, budgeting, monthly board and shareholding reporting, cash, maintenance of systems, controls and procedures, overseeing year end audit and all statutory reporting• Incorporate F.P& A into the organisation• Streamline all the processes within the organisation. • Drive profitability through growth and cost reduction programmes and drive synergies• Open 2 offices in US and India• Support the CEO in future funding for the businessKey Achievements – • Successfully brought all financial processes “in-house” and reduced the close from a 10-day close to 5 days• Recruited and trained 2 additional people into the existing team and re-structured finance to include F.P&A. The F.P&A manager subsequently replaced me as Finance Director through my mentorship and training. • Implemented Oracle NetSuite and Basware (E-Invoicing) systems into the organisation. Oracle was implemented in under 4 months• Successfully reclaimed c. £1 million in R&D tax credits• Revised and implemented all financial processes and controls• Designed and implemented daily cash flow forecasting to provide clear visibility• Worked with acquiring companies and banks to minimise costs and reduced banking charges by £10k / month and the ability to receive cash from merchants from 3 days to same day • Delivered the year end audit, with no audit points for the 2 audits I was responsible for.• Was the key finance interface with future investors whilst the re-financing of the company was taking place• Successfully worked with PWC to ensure AT’s tax position was approved by HMRC.

I was recruited into the business, reporting into the CFO for languages, with the key responsibilities to – • Overseeing EMEA, LATAM and Asia Sales offices and the operational finances for the Schools (7) which operated in the UK and Ireland.• Manage and improve the HQ financial reporting and controls (SOX), based in London and leading a multi-cultural team of 39 people, of which 34 were based in London. • Implement and trained HQ and field-based staff on developing strategic plans, and working alongside other functions, especially sales, marketing and operations. • Improve the month end financial reporting and develop processes and controls across multinational locations, • Improve the working relationship with school directors to deliver operational budgets• liaise with the product president in evaluating new schools, including presenting recommendations to the business.Key Achievements – • Transformed the financial department and implemented a Management Accounting structure, F.P&A department, successfully changed finance from being a laissez faire function to a pro-active function• Introduced monthly reporting comparing actuals vs budget and prior year for schools, products, in a multi-currency format. • Revised and implemented all financial processes and controls (SOX)• • Worked with operations and local teams, including tax and local government officials in setting up offices in Bangkok, Mexico and Japan and working with the global product teams to ensure these offices were viable businesses• Successfully implemented an e-Invoicing solution in the UK and subsequently has now been implemented in the US, Saved the company £100,000 on supplier efficiencies, by consolidating supplier and getting better tariff’s• Led a cost reduction programme for merchant fees (Visa) globally, transforming this from a cost to a new revenue stream using a third party fx houses to the value of £500,000• Successfully oversaw audits, both internal SOX and external E&Y

Key Responsibilities Reporting to the UK Finance Director, I was brought in to the organisation on a fixed term project to implement a new stock provision process, involving financial controls, working with store managers and HQ staff to implement changes and new processes and reduce the writing off of products through better stock management and promotional activity.Key Achievements - • Implemented new processes, reporting and worked with the various category teams to be more efficient with store activities to reduce stock levels in-store, especially post promotion and slow stock movers.• Implemented a new stock provisioning process with the various finance / IT teams through new financial reporting. I subsequently rolled this new process across the Tesco network.• Implemented monthly reporting which reported on the stock position. Set up weekly meetings to identify stock issues ad agreed with operations to address slow moving stock items and necessary action. This resulted in approximately £20 - £25 million in annualised savings.

Key Responsibilities Reporting to the VP, tax and Treasury, I was responsible for leading a multi-cultural team of 10 people to deliver a cross functional change management project incorporating new processes, controls and group reporting. Liaising with the Directors across Europe and Asia.Key Achievements - • Identified and received / would receive savings of €5.2million over five years by making input VAT savings that were previously unclaimed due to incomplete legal setups in Japan and Germany.• Enabled the company to more easily comply with authorities and also allowed the main supplier to invoice in a much more efficient and accurate manner by incorporating a new, simpler and audit-compliant “self billing” process within the organisation.

Start- up company based in Jersey, established by a former CBI Entrepreneur of the Year winner• Established new offices in Jersey, created ROMI and IRR proposals for further locations and Led a project to obtain a six figure grant from Scottish Development International. Supported the CEO on strategy, including marketing mix, financials, and operational efficiencies. Presented strategic plans and potential exit strategies to Venture Capitalists and “public funds”, and angel investors. Developed monthly management reporting & oversaw setup of accounting procedures & policies.

An award-winning company and the world’s first internet-based, software-as-a-service, global payroll management system. Named a “Cool Vendor” by information technology research and advisory firm Gartner, inc. Head hunted to join by CEO. 2009 turnover: £10 million; 250 employees globally.• Promoted to COO & participated at board meetings; in charge of day to day operations, with Heads of Operations, Finance and Sales as direct reports. Established a more integrated working relationship across the functions to facilitate coherent implementation and control of strategy. Directed the change management process to enable the CEO to focus on strategy and the next growth phase of the organization.

• Responsible for operational and financial controls, planning and investment strategy, with a team of 20 staff • Supported CEO on investment “roadshow” & presented strategic plans to potential investors in Europe & the US. Created a management reporting pack, linked to KPIs & focusing on key areas, to allow timely escalation of issues. Standardized financial reporting & consolidation across company, & introduced a report outlining a project, cash, working capital & investment required with resulting ROMI/IRR. • Introduced a financial model to the sales team, which was linked to bonus calculations, and evaluated proposals based on pricing and volume within a pricing matrix. Developed cash flow reporting & launched initiative which reduced debtors considerably. Successful year - end audit

EF is the world’s largest provider of international educational programs and the Official Language Training Supplier at major events such as the Beijing Olympics and the Brazil 2014 World Cup. In 2009, its turnover was circa £750 million and it had 10,000+ employees. Recruited by former line manager at Kraft Foods.• Responsible for one of the five major global products within the group, including strategic plans, financial development and controls in multinational locations.• Responsible for the delivery of the global budget and product profitability. Worked with product president in evaluating new schools, including presenting recommendations to the business owner. Subsequently set up new school locations, arranged financing and, liaised with banks, local government and lawyers.• Worked with school directors to deliver operational budgets & developed reporting to facilitate effective & profitable management of resources. Set up product-specific incentive scheme for the global sales team

• Responsible for UK financial operations, including strategic product development, special projects & the project management of the global payroll implementation. Responsible for £15 million global head office budget. • Set up new Finance Department, managed new team responsible for AP, AR, Payroll and Capital budgeting & control. Set up departmental budgets, allowing managers to track costs against budgets and make decisions accordingly. Led special projects & made recommendations: e.g. on certain processes or if an FD was underperforming & required intervention, e.g. step in to run operations, prepare annual budget.• Advising the Russian FD on setting up processes in other Moscow schools and Russian federation cities. Working with BDO (accountants) on the year-end & obtaining their “buy-in” on new processes I proposed. Working with the Brazilian regional director on setting up reporting requirements and on an accounting system to consolidate regional data for reporting to HQ

• Successfully restructured the European Finance operation and implemented new controls & procedures for AP, AR, and payroll. Responsible for the financial closing of 15 legal entities, including management of 25 staff, and a budget of Euro 60+ million, across 12 countries.• Manage end to end process in division’s reorganization & ensure satisfactory year-end audit with limited audit points considering lack of processes, & financial reporting. Successfully implemented new procedures & controls for AP, Capex, Payroll & Expenses; identified 4 instances of fraud. Set up global reporting for individual directors & agreed a format, & a review process to enable operational cost control by school.

• Provide financial management support to the Global Beverages (GB) division (Turnover US$7.1B, across 65 countries in six regions), including pricing and costing analysis and financial support for strategic opportunities/investment decisions (ROMI, IRR) in both developed and developing markets.• Key financial contact working with local and global marketing, global strategic management and legal counsel to prepare detailed business propositions (market share, pricing, costing, investment, advertising & consumer spend and overhead expenditure), including plans for individual country/global projects.• Represented Kraft with potential third party partners in evaluating business models for use in strategic opportunity decisions. Implemented a global margin analysis model providing KPIs & reporting analysis.• Responsible for consolidating GB’s financial plans, fixed cost budget, and forecast vs actual comparisons. Provided key financial support and direction in potential acquisition targets, and for the global financial planning system to ensure GB’s requirements were met.• Worked closely with operations and procurement in identifying productivity programs on a global basis and implemented tracking system by project type.

• Responsible for global finance team in the development & installation of a global financial planning system. Worked with finance & strategic managers to prepare presentations to Altria, Kraft’s parent company. Responsible for the global consolidation of business plans/analysis for both profit & loss and balance sheet.

• Manage five staff, providing management support for European Foodservice division, including financial planning process, budget preparations & presentation of financial plans to international senior management

• Roles: Capital & Cash Flow Accountant, Advertising & Budgeting Accountant, & Management Accountant for two production locations, Financial Planning & Analysis Manager -Grocery & Coffee divisions