Milton Keynes, England, United Kingdom
I am a Chartered Management Accountant (ACMA, CGMA) and senior finance professional with over 15 years’ experience delivering financial planning, treasury management, development finance, strategic business partnering, and financial reporting across housing associations, real estate, financial services, and corporate environments. My expertise lies in building robust long‑term financial plans, strengthening liquidity and treasury operations, and providing clear, commercially grounded insights that enable boards and executive teams to make confident, strategic decisions. I specialise in translating complex financial data into meaningful, actionable intelligence that drives organisational performance, supports growth, and ensures long‑term financial sustainability. I have a proven track record of: · Leading 30‑year financial planning, scenario modelling, and stress testing. · Managing treasury strategy, lender relationships, covenant compliance, and liquidity risk. · Delivering development appraisals, investment evaluations, and viability assessments. · Designing KPI dashboards, management information packs, and performance frameworks. · Driving profitability improvements, cost optimisation, and operational efficiencies. · Strengthening internal controls, governance, and financial reporting standards. · Partnering with executives, boards, and operational leaders to influence decision‑making.
Key Responsibilities: In this role, I lead the Group’s financial planning, treasury operations, and development finance activities, ensuring long‑term financial viability, regulatory compliance, and strategic alignment across the organisation. I am responsible for creating and maintaining the Group’s 30‑year Brixx financial plan, incorporating scenario modelling, stress testing, and strategic assumptions that reflect development pipeline changes, interest rate movements, and operational shifts. I evaluate the financial implications of new development schemes, acquisitions, disposals, and investment opportunities, and I build detailed financial models that assess viability, identify risks, and ensure alignment with the Group’s financial strategy. I oversee the monthly cashflow forecasting process, ensuring accurate liquidity planning and early identification of funding gaps. My treasury responsibilities include managing loan drawdowns, interest payments, covenant compliance, and lender reporting. I maintain strong relationships with lenders, valuers, solicitors, treasury advisors, credit agencies, and joint‑venture partners, ensuring effective communication and timely delivery of financial information. I also lead the preparation of regulatory returns such as the FFR and QS, strengthening internal controls and promoting treasury understanding across the Group. During my tenure, I introduced a rolling four‑week cashflow forecasting process that significantly improved liquidity visibility, developed monthly treasury dashboards that enhanced executive oversight, and launched a lender reporting portal that streamlined quarterly and annual submissions. I also contributed to the successful renegotiation of loan covenants, securing more favourable terms for the organisation.
At Longhurst Group, I played a central role in executing the financial strategy across operational teams, working closely with directors and executives to align financial performance with organisational objectives. I led the budgeting and forecasting cycles, including long‑term business planning and scenario modelling, and delivered detailed cash flow forecasts and financial models for tenders, property contracts, and commercial opportunities. I provided commercial oversight for high‑value quotations and contract risk evaluations, ensuring that financial decisions were grounded in robust analysis. I produced management accounts and board reports that incorporated KPI‑driven insights tailored to executive needs, and I developed intuitive reporting tools and management information systems that improved financial understanding among non‑finance stakeholders. I facilitated monthly performance review meetings, identifying risks, opportunities, and improvement actions, and I managed year‑end audits and internal assurance processes to maintain reporting accuracy and compliance. I also maintained the chart of accounts, ensuring structural integrity and alignment with accountability frameworks. My achievements included creating a comprehensive management information pack used by directors and executives, designing evaluation models for tenders and asset sales that improved commercial decision‑making, and introducing KPI dashboards and performance review structures that strengthened accountability across the organisation.
During my time at BPHA, I led budget and forecast planning cycles and provided strategic insights across multiple business units. I partnered with operational leaders to enhance financial understanding and influence data‑driven decisions, assessing risks and opportunities and aligning forecasts with business drivers and market trends. I delivered comprehensive monthly performance reports with financial and operational analysis, provided detailed commentary on variances, and supported long‑term planning and investment appraisals. I championed value‑for‑money initiatives and financial viability across profit centres, delivered pricing analysis and bespoke financial modelling, and supported governance processes by constructively challenging stakeholders. I also collaborated closely with asset services and operational leadership to ensure financial goals were met. My key achievements included developing a management reporting tool that enabled profitability tracking at unit and scheme levels, authoring an accounting manual that standardised reporting for third‑party managed properties, and delivering a 10% (£360,000) profit margin improvement in the Lease and Partnership Business Unit by identifying and removing unprofitable contracts
At CBRE, I oversaw finance procedures and ensured full compliance with corporate policies and best practices. I managed project accounting, budgeting, and forecasting for major facilities and property management contracts, and I directed month‑end close processes, balance sheet reconciliations, and financial controls. I produced monthly management accounts with detailed narrative commentary and led quarterly reconciliations with Facilities Management partners to align financial and operational objectives. I supported strategic budget cycles, financial target setting, and performance monitoring, and I delivered quarterly board packs that informed executive decision‑making. I monitored and controlled costs, implementing corrective actions to maintain budget discipline, and I maintained financial systems, databases, and asset registers to ensure data integrity. I played a key role in the successful delivery of the £70 million Centre MK Car Park project by providing financial oversight and support to the directorate. I also enhanced budgeting and forecasting processes by creating new reporting formats and introduced streamlined cash management procedures for on‑site operations.
In this dual role, I produced comprehensive monthly management accounts with divisional insights, operational statistics, and pension fund reporting. I directed reconciliations, trial balance reviews, statutory reporting under IFRS, and audit preparations. I delivered budgeting, forecasting, and variance analysis across business units, and I managed receivables and creditors to improve working capital and reduce debt risk. I maintained financial systems, including the asset register and chart of accounts, and supervised junior staff through structured performance frameworks. I conducted profitability analysis, monitored KPIs, and compiled quarterly benchmarks against industry peers to inform strategic decisions. I supported strategic planning sessions, board pack preparation, and commercial pricing strategies, and I oversaw VAT and corporate tax compliance while participating in enterprise risk management. My achievements included reducing debtor days from 50 to 30, introducing KPIs targeting revenue, retention, and service quality, designing a new budgeting model adopted organisation‑wide, and delivering customer profitability analysis that saved US$550,000 (24%) in service costs.