Lausanne, Vaud, Switzerland
• ICAEW ACA Chartered Accountant with more than ten years of post-qualification experience across diverse business sectors. • I am excited to offer my experience and continue to drive profitable, sustainable growth in fast-growing and dynamic organizations embracing change. • Commercially focused, driving sustainable profitable growth through M&A activities product implementations, pricing initiatives, and cost control. • Excellent analytical and FP&A skills, leading budgeting and forecasting processes across global organizations. • Experienced people leader and manager, dedicated to developing and training qualified finance professionals across diverse cultures and locations. • Listed company experience in multibillion-dollar sales environments, capable of maintaining strong internal controls and delivering robust reporting in global contexts. • Startup and scale-up experience in rapid growth environments, establishing controls and processes alongside multiple Oracle, JDE, and SAP ERP implementations. • Extensive IT skills, with experience in developing impactful Power BI dashboards and advanced modelling in Microsoft Excel. • Proficient in CRM systems, including multiple Salesforce implementations.
• Led the global commercial financial planning process and monthly financial reporting, working closely with management across 60 countries (2023: £385m revenue) to drive performance. • Led and developed a team of highly skilled FP&A professionals across Europe, building the team from scratch following reorganisation of the finance function. • Key member of the Sales and Finance Leadership Teams and primary business partner for the Global Sales Director. • Drove delivery of strategic 5-year business plan, optimising business performance to deliver margins of greater than 22% in 2023, a 7% improvement in operating margins since 2017. • Improved internal controls assessment rating by 13% from average 65% in 2017 to 78% in 2023 across 22 entities. • Key finance team member on multiple M&A processes including successful £110m acquisition, profitable sale and disposal of non-core unit and provided financial analysis to avoid overbidding on £200m process. • Finance project lead for Salesforce.com implementation and finance subject matter expert on digital transformation activities including implementation of Power BI Data Analytics. • Responsible for the design and restructure of the commercial finance function across Europe, impacting 50 roles. • Developed contract negotiation model, allowing commercial teams to simply analyse their price and commitment risks during customer negotiation and feed into annual revenue forecasts. • Developed rebate automation functionality within JD Edwards, allowing for accurate valuation of revenue in accordance with IFRS15 and strong controls around rebate payment, avoiding material corrections or disputed payments. • Led finance team that received the divisional integrity award at 2021 sales conference.
• Responsible for divisional financial control, financial planning and analysis (FP&A) and financial performance for European region (2017: £249m, 83% of divisional revenue) across twenty-two countries and twenty functional reports. • Implemented and deployed standardised forecast pack, allowing for detailed analysis and executive level insights to drive decision making, radically improving the quality and accuracy of forecast submissions. • Oversaw successful JDE ERP implementation across 22 sites, driving standardisation and improving internal controls. • Drove smooth implementation of IFRS15, implementing 5 step model to identify contract, performance obligations, determine transactions price and allocate transaction price in order to recognise revenue. • Awarded divisional collaboration award for sales (April 2019) and IMI Plc award for financial integrity (June 2019).
• Responsible for financial reporting process and analysis for the merged SITA OnAir aircraft connectivity business (2016: $255m). • Designed and implemented a change in group reporting from a simple cost centre structure, to a functional organisation matrix focused on product profitability. • Led collaborative budget and three-year plan process for the SITA OnAir business, addressing significant growth for both cabin (21%) and cockpit business (6%). • Accelerated month end closing by one day in both 2016 and 2017 through continuous improvement, leveraging system and process efficiency.
• Responsible for all financial aspects of the OnAir inflight satellite connectivity business including controlling, FP&A, treasury and statutory filings. • Developed driver led business model in collaboration with marketing and product teams, allowing in depth but simple analysis of budgets, forecasts and long-term plans. • Played a key role in the merger of the SITA Aircom and OnAir business lines into the SITA OnAir business segment (combined $234m 2015 revenue), ensuring smooth operations. • Implemented deferred revenue module integrated into the billing system, allowing for fully auditable and traceable revenue recognition decisions and management approvals covering all identified customer contracts. • Ensured robust financial stewardship to transform OnAir from a loss making start up supported by shareholder funding to a profitable cash breakeven business. • Drove a change in accounting policy for revenue recognition to allow for upfront revenue recognition of certification fees based on stage of completion method, allowing acceleration of $5m revenues annually. • Responsible for analysis of complex commercial contracts ensuring identification and correct treatment of service, equipment, programme management, certification and management fee revenues in accordance with IFRS.
• Managed financial stability and operational continuity in an organisation undergoing rapid growth (2012 revenue of $18m growing to $56m in 2015). • Assumed responsibility for an underperforming finance function with zero hand over, and delivered rapid and complete turnaround in financial service and team performance. • Achieved clean audit opinions in all years and managed change in audit firm from Deloitte to PwC in 2015. • Led change in accounting estimate change with extension of useful life for GSM server assets, reducing depreciation charge in 2013 by $4m and spreading over 5 years (final end of service in 2025). • Managed change from Airbus and SITA joint venture to fully owned SITA subsidiary. • Responsible for successful Oracle ERP implementation overcoming inherited design flaws.
• Responsible for all financial aspects pertaining to oil trading and shipping for twenty reporting units across six business clusters (2011 revenue of $23.3bn). • Designed and implemented a restructure of the Commercial Finance, Back and Middle Office functions delivering significantly improved operational performance. • Led a cross-functional team dedicated to analysing and improving business performance. • Key member of the team that has managed the insolvency process following the withdrawal of $2bn in lender funding.
• Responsible for submission of divisional IFRS results at six clusters (2011 revenue of $23.3bn). • Designed and implemented P&L analysis process providing greater results accuracy and management understanding of underlying business performance. • Developed automated FIFO & LIFO accounting model for inventory (av. $2.4bn asset value), reducing financial close by two days and improving controls and valuation accuracy. • Improved FX exposure reporting and hedging process from realised to a price/risk basis, managing average $25m exposure across EUR, CHF and GBP. • Optimised cash forecasting process to improve accuracy and better meet business needs.
• Responsible for reporting financial performance across European oil marketing business (nine sites, $9.9bn 2009 turnover). • Successfully integrated oil product marketing units following multiple acquisitions from oil majors including the French Reichstett and Petit Couronne refineries from Shell and the German Ingolstadt refinery from ExxonMobil. • Supported implementation of Oracle ERP at acquired refinery sites and roll out of HFM consolidation and reporting tools to drive alignment between acquired refining and marketing sites. • Developed management reporting process, focused on explaining underlying business performance drivers to management. • Established a pan-European budgeting process at the gross margin level, allowing better expectation management, resource allocation and investment decisions. • Provided support and analysis for various technical accounting and commercial issues to the local country controllers. • Led a project to improve working capital through reducing trade receivables by $100m (10%), managing margin versus cash flow trade-offs with relevant stakeholders.