London Area, United Kingdom
I am an FCA-qualified CFO and Finance Director with a track record of partnering with Boards and leadership teams to drive sustainable growth, expand margins, and strengthen enterprise performance across complex mid-market businesses from £16m to £150m turnover. I specialise in working with PE-backed, multinational, and privately owned businesses across the manufacturing, distribution, and wholesale sectors that require high-impact financial leadership. I bring the operational discipline and strategic depth needed to protect margins, accelerate commercial scale, and convert financial execution into enterprise value. Recent Impact — Obeikan Glass Company (Saudi Listed) Appointed CFO to institutionalise finance and drive value across an £80m (SAR 400m) revenue listed industrial group. • Boosted core profitability by 30% — growing operating profit from £7.2m to £9.4m through cost control and pricing discipline. • Led capital and liquidity planning for a £100m industrial expansion — securing Board and investor approval for an 80% increase in manufacturing capacity. • Rescued failed ERP deployment — led re-implementation to restore control and cut month-end close from 12 to 8 days. • Institutionalised Operations — introduced daily cadence and automated MI, shifting 30% of finance capacity to analysis. Track Record — Growth, Integration & Turnarounds • Brady Corporation (NYSE): Delivered 200% operating income growth (£1.6m to £5.2m) at a key acquisition through margin expansion 33% to 38%, integration synergy savings and commercial transformation. • Aish Technologies (PE-backed): Engineered a £3m EBITDA swing from -£2.5m to +£0.5m in 18 months through revenue growth, cost reduction and working capital improvement. • Glen Dimplex (Privately owned - Multi): Extracted £2m M&A synergies, offshored 33 finance roles to Dublin, and launched a £2m revenue D2C channel. What I Bring I partner with businesses at an inflection point — scaling, integrating M&A, or preparing for investment, exit or expansion. I operate strategically and hands-on: driving capital allocation while building the systems, compliance, and governance required for investor confidence. Currently available for CFO/FD roles and interim assignments across London and the UK. Core Expertise Capital Allocation & Funding | Commercial Growth & Margin Expansion | M&A & Integration | PE-Backed Turnarounds | Finance Transformation | ERP Implementation | Board, Investor & Stakeholder Relations | Working Capital Optimisation | Financial Reporting & Governance | Industrial Multi-Site Operations
Saudi Main Market listed glass manufacturing group. Revenue £80m (SAR 400m). ELT appointment to drive commercial value creation and lead capital strategy for major industrial expansions. ➤ GROWTH: Grew operating profit from £7.2m to £9.4m — a 30% improvement driven through cost governance, pricing discipline and operational performance improvement. ➤ EXPANSION & CAPITAL ALLOCATION: Led two strategic expansion initiatives with a combined investment value of £120m: a £100m second manufacturing line increasing capacity by 80%, and a £20m JV acquisition expanding the Group's downstream market presence. Engineered the capital, liquidity and investment framework supporting Board approval, funding and execution. ➤ TRANSFORMATION: Led a near-complete ERP re-implementation — restoring financial control, improving automation and analytical capability, and reducing month-end close from 12 to 8 days.
NYSE-listed multinational manufacturer of identification solutions. Group Revenue £920m. Dual-divisional responsibility across Magicard (£30m, UK manufacturer of ID card printers) and PDC-EMEA (£20m, identification credentials, Brussels). Recruited to lead post-acquisition integration, commercial transformation and margin expansion. ➤ GROWTH: Delivered 200% increase in operating income at Magicard — scaling profit through a 2-year post-acquisition integration programme and exceeding board investment case by 70%. ➤ MARGIN EXPANSION: Expanded gross margins from 33% to 38% at Magicard — shifting the commercial model toward high-margin consumables, delivering 10% pricing realignment and adjusting focus from product to customer across EMEA, US and Asia. ➤ COMMERCIAL TURNAROUND: Executed PDC-EMEA turnaround — expanding operating margins from 4% to 10%+ through structural rightsizing, product repricing and strategic market refocusing.
PE-owned (J.F. Lehman & Co., US) specialist defence systems engineering and manufacturing business. Revenue £16m. Appointed with an urgent turnaround mandate to stabilise liquidity and restore commercial governance for institutional US investors. ➤ TURNAROUND: Delivered a £3m EBITDA swing — reversing losses from -£2.5m to +£0.5m profit within 18 months through revenue growth and structural overhead reduction. ➤ GROWTH: Accelerated revenue growth by 48% — from £11m to £16m through operational performance improvement initiatives and daily manufacturing control disciplines. ➤ CASH FLOW & FUNDING IMPROVEMENT: Reduced working capital from 20% to 15% of sales — freeing trapped cash and reducing parent-equity funding requirements.
Heating & Ventilation division (£150m revenue) of Glen Dimplex Group (€1bn multinational). Promoted to lead commercial finance, IT, sales support and post-merger integration across the newly formed division. Managed cross-functional team of 37. ➤ Led M&A & integration of two acquisitions (£20m & £15m revenue) — delivering £2m annualised cost savings, 15% revenue growth and reduction of finance costs by 38%. ➤ Executed migration of 33 finance roles to Dublin Shared Service Centre — optimising the regional cost footprint as part of a group-wide restructuring. ➤ Launched direct-to-consumer channel — including FCA credit brokering application and pricing architecture, generating £2m revenue in year one.the function from transactional reporting to strategic decision support.
Core UK operating division (£100m revenue), wholesale and retail distribution. Directed 57-person department spanning Commercial Finance, Statutory Accounting, IT, Procurement, Supply Chain and Sales Order Processing. ➤ Co-authored 5-year growth strategy securing Board approval — targeting doubling of divisional turnover to £200m through financial modelling and market appraisal. ➤ Deployed 60-user MS Dynamics CRM platform — providing executive team with real-time pipeline visibility and automated commercial reporting.