Malmesbury, England, United Kingdom
With over a decade of professional experience, I specialise in finance, operations, and commercial planning, currently serving as Director of Finance at Tinc Ltd. Focused on fostering scalable growth, I work closely with cross-functional teams to develop efficient infrastructure, build engaged teams, and drive commercial discipline. Motivated by a commitment to innovation and operational excellence, I align strategy with organisational goals to support multi-channel expansion in the FMCG sector. At Tinc Ltd, I have played a pivotal role in enabling rapid growth through ERP implementation, fundraising initiatives, and redesigning the business strategy to prioritise high-return channels. By developing an integrated treasury and liquidity strategy and introducing scalable operational frameworks, I have supported the organisation in achieving efficiency, accuracy, and growth across retail, online, and wholesale markets. CAREER HIGHLIGHTS • Finance Director with 20 years’ experience across high-growth SMEs and global consumer brands • Board-level partner with extensive experience in fundraising, refinancing, and Venture Capital relations and communications • Built and developed multi-disciplinary teams across finance, operations, HR and IT, creating clarity, accountability and engagement through periods of rapid change • Led multiple business transformations including ERP implementation, retail exit, and international expansion • Built and scaled finance, operations, HR, IT, and governance functions from inception • Proven track record in capital allocation strategy, liquidity planning and treasury management, aligning funding structures with long-term growth and investment priorities
Key responsibilities and achievements include: - Supporting the Retail Transformation Project through financial modelling and analysis of store performance and future operating models, ensuring the retail estate is right-sized for the future. - Strengthening the reforecasting process to improve confidence in financial performance and future planning. - Developing rolling cash flow forecasting and scenario planning models to support strategic decision-making. - Redesigning and developing management reporting to provide clearer financial insight for the Executive Team and Trustees. - Implementing a management cost attribution model to improve understanding of the full cost of delivering services and generating income, with the aim of maximising cash generated to support an expansion of Care services. - Strengthening collaboration between Finance, Fundraising and Retail functions to improve financial visibility and decision-making. - Supporting audit delivery, governance reporting and engagement with the Resources Committee and Board of Trustees.
Board-level role leading finance, operations, HR, legal & IT, with accountability for building engaged teams, scalable infrastructure and commercial discipline, supporting rapid growth across retail, online and wholesale for FMCG goods. Key Achievements • Led end-to-end ERP implementation to support scale, reporting accuracy, and operational efficiency • Played a central role in fundraising initiatives to unlock growth opportunities, working closely with Private Equity backers • Re-designed business strategy and operating model to prioritise high return growth channels • Developed integrated treasury and liquidity strategy to support multi-channel growth, aligning working capital allocation, funding facilities and investment appraisal to maximise return on capital while maintaining appropriate liquidity headroom • Recruited, developed and coached a multi-disciplinary team of eight, embedding a collaborative, problem-solving culture aligned to business growth • Led strategic supplier negotiations with international manufacturing partners, securing cost price reductions and reduced lead times, improving gross margin and working capital efficiency • Implemented EU warehousing and distribution network post-Brexit to maintain efficient European trading • Introduced formal investment appraisal and ROI disciplines using financial and non-financial metrics • Established structured HR policies and processes, improving compliance, consistency, and engagement
Senior leadership role reporting to the Managing Director, with responsibility for finance and operations during a period of acquisition and significant strategic change. Full P&L ownership for a 45-store UK retail estate, including detailed store-level performance reporting, labour modelling and contribution analysis to inform pricing, staffing and portfolio decisions. Key Achievements • Led financial and operational integration of competitor acquisition with strong focus on risk mitigation, securing acquisition and working capital funding at short notice • Designed and implemented store-level KPI dashboards covering sales density like-for-like sales performance, labour cost %, gross margin, and contribution per site; conducted detailed labour optimisation analysis to determine optimal staffing models per location • Led lease negotiations across 50+ store locations, securing rent-free periods, landlord fit-out contributions and favourable break clauses, negotiated lease exits to minimise long-term liability exposure during strategic retail restructuring • Orchestrated strategic shift away from a 45-store retail estate toward wholesale and e-commerce • Designed and delivered a cash-efficient retail exit plan as high street conditions deteriorated • Negotiated refinancing with lenders during Covid, securing liquidity and government support • Grew Amazon channel revenue tenfold over an 18-month period through disciplined commercial focus
Joined the business in its early stages and built the finance function from the ground up to support rapid growth. Key Achievements • Designed and implemented monthly management reporting including departmental P&Ls and cashflow forecasting • Oversaw payroll operations for up to 150 employees across retail and distribution functions, ensuring compliance, accuracy and appropriate controls during periods of rapid growth • Implemented structured store performance review process to proactively identify underperforming sites and manage exit risk exposure • Delivered detailed outlet-level margin analysis to inform pricing and promotional decisions • Reduced overheads by 37% through process redesign and improved cost control • Strengthened financial controls across retail operations, improving visibility and accountability
•Responsible for budgeting, forecasting, and financial control for £180m UK turnover and £19m annual advertising spend. Key Achievements • Implemented customer-level net profitability reporting, later rolled out globally • Developed automated promotional spend authorisation processes • Introduced pre and post-campaign evaluation frameworks for advertising investment • Improved cross-functional financial capability through internal Excel training programmes