Principle

• Feb 2017 - Present

Group Finance Director

• Oct 2020 - Present

Part time finance Director

• Apr 2019 - Present

Part-time Finance Director

• Oct 2019 - Dec 2020

Carbon8 Systems is the first company to use Accelerated Carbonation Technology (ACT), a treatment for industrial wastes and contaminated soils. Helped successfully raise £280k asset finance for a unique asset Carbon8 Systems is the first company to use Accelerated Carbonation Technology (ACT), a treatment for industrial wastes and contaminated soils. Helped successfully raise £280k asset finance for a unique asset

Chair of the Sporta Finance Directors steering group

• Sep 2015 - Jan 2017

Finance Director

• Sep 2013 - Jan 2017

Mytime Active is a large Social Enterprise in the Leisure and Health sector. It is the largest pay and play golf operator in the UK with 16 golf clubs from Southampton to Birmingham. I was brought on board to boost the commercial acumen of the Senior Management Team, with a brief to lead in developing and growing the health division. Actively responsible for developing a new performance ethos applying beyond budgeting principles. This meant putting pushing decision making to a local level, closest to the customer and empowering managers to be CEO’s of their business. Implementing rolling forecasts and removal of the annual budget process and setting aspirational targets, which the company was on target to achieve.

Finance Director

• May 2012 - Aug 2013

Brought on board to the Relocation Division of Restore plc following the acquisition of Harrow Green in 2012; appointed to assist in the transition from a privately owned company to a plc structure while establishing a new strategy to reduce costs. Oversee 12 staff members including the Credit Manager, Management Accountant, Systems & Finance Accountant, ICT Manager and Database Manager. Report to the Managing Director. Lead all financial aspects of the merger between Harrow Green and Sargents in addition to IT strategy and direction. Control budgets of up to £800k. Serve as a member of the Executive Board. ✔ Combined 2 accounting teams, reduced costs by £70k per annum and accelerated reporting / reconciliation. ✔ Dramatically improved cash flow as well as reduced work in progress (WIP) by approximately 9% and debtor days by an average of 10 days. ✔ Re-structured the failing finance team and expedited the reporting timetable from 15+ business days to 10 days by successfully merging Sargents Training Ltd and Harrow Green within the established budget and timeframe. ✔ Established new financial controls and reporting as part of the transition. ✔ Improved debtor days from more than 70 to less than 65 days. ✔ Completed annual audits on time while resolving all concerns. ✔ Integrated the acquisition of ROC re-locations into the business. ✔ Played an instrumental role in realising £2m in savings per annum by liaising with cross-functional personnel to analyse potential cost-cutting strategies.

Finance Director / Divisional Head of Records Management

• May 2005 - Apr 2012

Hired to spearhead the company’s turnaround and sale. Supervised 8 professionals including the Head of Customer Service, an Accounts Assistant and the IT Manager. Reported to the Executive Chairman. Administered budgets of up to £7m. Oversaw external stakeholders including debt and equity holders. Managed major client relationships with companies such as Goldman Sachs, Royal Bank of Scotland, Societe Generale, BNP Paribas, Kent, Sussex and City Police Forces and London Borough of Tower Hamlets. ✔ Successfully negotiated and sold Sargents Trading Ltd which allowed the parent company, Royal Bank of Scotland, to minimise their losses; convinced buyers to increase payment by approximately 15%. ✔ Led all major tender submissions including those for RBS and Goldman Sachs, each valued at approximately £1.6m. ✔ Project managed a group re-organisation involving the consolidation of 6 subsidiaries and a freehold property into topco within 3 weeks, realising savings of £1.34m by analysing the value of subsidiaries and properties, developing a strategy to structure the operational changes and drafting documentation for the absorption of the subsidiaries. ✔ Delivered more than £0.2m in overhead savings within 1 year by re-negotiating contracts. ✔ Enabled the Records Management Division to generate £1m in annual revenues and profits of £0.4m. ✔ Improved the audit trail, reporting and data management by establishing new spreadsheets and reports. ✔ Reduced rent by £125k per annum through heading rent review negotiations. ✔ Turned around the business prior to the sale by implementing new financial controls and empowering management to make operational changes; increased revenue by £1.6m over 3 years, realising the highest ROI in the sector for the last 2 years.

Financial Controller (2004-2005) / Consultant (2004-2007)

• Feb 2004 - Jan 2007

Tapped to implement a new financial strategy as well as provide a fresh perspective on financial operations; retained as a Consultant to advise the Managing Director until 2007. Supervised a team of 2 Account Assistants. Reported to the Managing Director. Collaborated with internal teams to improve company processes while serving as a member of senior management. Initiated a variety of cost control projects and led the negotiations / renewals of company bank facilities. Held overall responsibility for all payroll and the sales ledger as well as prepared monthly accounts, performance analysis and VAT / statutory returns. Reviewed new contracts for financial clauses, payment terms and financial penalties. Evaluated tenders to ensure the inclusion of all margin and cost data. ✔ Improved funding and reduced the personal guarantee required by the Executive Director through championing facility re-negotiations. ✔ Expedited monthly reporting from 20 to 10 days by streamlining the reporting process. ✔ Achieved a £0.2m reduction in WIP through improving the focus of all Managers on the importance of cash and WIP monitoring.

Treasury Controller

• Feb 1999 - Feb 2004

Hired to manage reports related to costs, debt and interest including forecasting and analysing budget variances. Oversaw the preparation of 10 monthly management accounts, reporting variances on cash flow and interest performance for the central companies. Reported to the Director of Tax, Treasury and Risk Management. Managed risk reserves, tax structures and environmental impacts of group operations in regard to property and ground contamination. Liaised with various areas of the business worldwide as well as the Board of Directors. ✔ Played an integral role in enabling the company to achieve its first Standard & Poor’s rating. ✔ Provided the executive team with a better understanding of the company’s cash position by developing a debt management report.

Cost Accountant

• Jan 1998 - Feb 1999

Asset Management Accountant

• Jan 1997 - Feb 1998

Bought Ledger Clerk

• Jul 1995 - Jan 1997