United Kingdom
A fully qualified member of CIMA since 2002, with experience in several business sectors in both project and operational capacities for headquarter and business unit functions, I possess a strong track record in process improvement, control management, project management and development of high performing teams. Currently leading the Finance Controlling and Reporting Team at Nuclear Transport Solutions, the initial focus was on embedding a continuous improvement mindset and operational excellence culture to provide the foundation for phase 2 of our transformation journey. P Mental Health Champion
Leading the financial controlling function of this global logistics company, I also have a key role in the finance transformation project. The project covers all aspects of the finance function with an initial focus on process improvements, reporting and system enhancements. Key to this is driving employee engagement and empowerment to strengthen the 3 pillars which will underpin our success - people, processes and systems. Key achievements to date include: 1. Successful completion of P2P optimisation project including implementation of enhanced controls. 2. Successful delivery of transformation projects within remit. 3. Completion of full controls framework assessments for 3 legal entities (201 in total). 4. Improved employee engagement - outperforming company average. 6. Closing out of actions relating to Government Standard 13 (Counter- fraud) including full risk assessment, development of strategy, metrics and action plan.
Responsible for the leadership and direction of the UK Finance Shared Services Centre of this £1bn+ turnover industrial services company, my key achievements were: • Over delivery of free cashflow versus annual targets for FY22 and FY23 • Transition of finance activities from acquired business to Altrad Hub • Creation and ongoing development of a high performing team of 31 (Management Accounts, Financial Accounts, AR & AP) • Embedding a continuous improvement culture through team engagement and empowerment • Simplification and harmonisation of processes across multiple entities • Development of AP EDI capability to drive processing efficiency • Development of SLA’s and associated improvement plans • Fostered closer cross-functional relationships to support the wider business strategy • Enhancement of quality and focus of reporting to internal and external stakeholders Key Metrics – 10 legal entities; AP: 175k invoices pa; AR: >£1bn cash collected pa
Following the successful SAP implementation I returned to my operational role, leading a team of eleven. In addition to the remit prior to December 2016 I had responsibility for Business Process Improvement initiatives. My key achievements were: • UK lead for global project to offshore transactional financial reporting activities including process mapping, resource planning, departmental restructuring, knowledge transfer and transition planning. • Ongoing relationship management of offshore team, including service level management and issue resolution. • Reduction in month end close from 7 days to 4. • Implementation of PR/PO process. • Removal of Segregation of Duties system conflicts without impacting business flows. • UK lead for Thai Union global SAP Business Process Improvement project. • Re-engaged the Finance team through implementation of a clear strategy, support network, empowerment and collaborative working ethos. • Increased clarity, accuracy and timeliness of reporting.
Working as part of a global, cross-functional SAP S4-Hana project team my key responsibilities were: • Facilitation of on-time delivery of the program in budget (€multi-million) across JW territories • Management and delivery of internal communications • Change management to ensure local alignment with global processes and policies • Review and approval of configuration and functional designs • Creation and delivery of User Acceptance phase • Creation and delivery of End User Training phase • Management of business key users • Relationship management with external consultants • Management and escalation of project issue log • Review of readiness status, Roll-back/Fall-back plan and contingency plan with Global Program Steering Committee • Review Go / No-Go decision with Global Program Steering Committee • Support deployment preparation and execution
Reporting to the Financial Director of this £220mn turnover canned fish company, I led a team of nine including three direct reports. My responsibilities included actuals reporting, cash forecasting, currency management, annual budget preparation and audit management. My key achievements were: • Implementation of a more efficient month end close process, reducing the time taken to produce monthly results by 4 days. • Project lead for Shared Service Feasibility Project (2016). • Project lead for implementation of ERP system to affiliate company (2016). • Project lead for UK stream of Group Risk and Controls project (2014/15). First commercial affiliate to meet all Group control requirements. • Successful transition to a controls based audit (2014). • Project lead for UK element of Group factoring project (2013). • Consistent delivery of Marketing and G & A costs at or below budgeted levels - circa £15mn p.a. • Management and implementation of the transition to a Hyperion Financial Management reporting system and ongoing development of Navision ERP system. • Design and implementation of more stringent promotional deal controls and monitoring within the business (deals value circa £40mn p.a.). • Improvement of information flows through the business through direct communication and engagement.