Experience

RUILS

• United States
• Civic and Social Organizations
• 1 - 100 Employee

• Treasurer

  • Jan 2021 - Present

  Board of Trustees Board of Trustees



Alliance Group Limited

• New Zealand
• Food and Beverage Manufacturing
• 200 - 300 Employee

• Interim Head Of Finance

  • Aug 2019 - Nov 2019

  Alliance Group NG is a meat importer, with revenues of £121m and a workforce of 17 people. As Interim Head of Finance, I led the Finance team, retaining overall responsibility for all financial reporting, statutory accounting, management reporting and cashflow management. I implemented and oversaw a significant financial reconciliation exercise, including the rebuild of all current year financial records, strengthening of controls and streamlining of processes. As Senior Leadership Team member, I presented financial performance and led on finance issues. I also liaised with the external auditors to manage an efficient year end audit. ◼️ Successfully completed current year financial reconciliation and rebuild of financial records, providing integrity and clarity of financial data to Senior Leadership Team. ◼️ Provided stability and financial leadership to navigate business through challenging accounting issues, and delivered successful handover with clear action plan to newly appointed successor Show less



Eurofins Forensic Services

• United Kingdom
• Law Enforcement
• 300 - 400 Employee

• Interim Financial Controller

  • Sep 2018 - Mar 2019

  Eurofins Forensic Services is a forensic testing company with revenues of £45.6m and a workforce of 674 people. As Interim Financial Controller, I led the Finance team, retaining overall responsibility for all financial reporting, statutory accounting, management reporting and cashflow management. I led the go-live of the migration to a new financial reporting system - undertaking the project two weeks prior to go-live date - including resolution of all migration issues and embedding BAU processes. I managed the annual year end close and audit process and I coached business unit managers to improve their financial awareness and cashflow management capability. ◼️ Implemented successful go-live, embedded strong BAU processes and provided financial leadership and stability during challenging time. ◼️ Finalised previously delayed 2017 statutory accounts and led on completion of 2018 year-end close and external audit. Show less


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• United States
• Restaurants
• 1 - 100 Employee
• Career break due to family illness

  • Jan 2018 - Sep 2018


Marks and Spencer

• United Kingdom
• Retail
• 700 & Above Employee

• Interim Head Of Finance

  • Jul 2017 - Nov 2017

  Head of Finance - Property Marks and Spencer is a major British multinational retailer with revenues of £10.4bn and a workforce of 80,000 people. As Interim Head of Property Finance, I led a finance team of 4, retaining overall responsibility for financial and management reporting and evaluation of new projects, with ownership of monthly property board pack for Senior Management Team. I presented to the Executive leadership and I business partnered with the Property Director and senior team, ensuring all parties were kept informed of progress on property project issues. I also recruited two open team members, ensuring a good team fit as well as strong finance skills to replace one Finance Analyst and fill a newly created Analyst role. ◼️ Efficiently managed delivery of half-year results, and provision of property finance data for Investor Relations external reporting requirements. ◼️ Successfully led financial analysis for major sublet strategy, resulting in clear options strategy for Executive leadership. Show less



NHS Property Services Ltd

• United Kingdom
• Government Administration
• 700 & Above Employee

• Interim Project Manager - Credit Control

  • Feb 2016 - Jan 2017

  NHS Property Services is a government owned property owner, manager and service provider working on behalf of the NHS estate, with revenues of £700m and a workforce of 3,000 people. As Interim Project Manager – Credit Control, I led a credit control function of 17, retaining overall responsibility for Accounts Receivable and debt collection of £0.5bn income, with my role subsequently redefined to lead an external specialist team managing the top 186 high value accounts totaling £0.3bn. I oversaw and improved cash flow forecasting and management, designing and implementing new cashflow business processes, in addition to introducing a new process for bad debt provisioning, credit notes, credit control and cash allocation. ◼️ Succeeded in reducing debtor days from 100 to 60 over a period of 6 months. ◼️ Appointed primary contact on high value accounts and Department of Health debt referrals. ◼️ Recruited new high-performing central credit control team, resulting in improved weekly reporting and greater visibility on debt collection activities. Show less

• Career break

  • Oct 2013 - Jan 2016


The Walt Disney Company

• United States
• Entertainment Providers
• 700 & Above Employee

• Director, International Finance

  • Feb 2006 - Sep 2013

  The Walt Disney Company markets and distributes home entertainment products, films, and theatrical productions, and provides television licensing, character merchandising, property management, and vacation services. It has revenues of £70bn and a workforce of 223,000 people. As Finance Lead for Disney Real Estate International Operations, I led all budgeting, forecasting and strategic planning for 73 sites across 39 locations covering EMEA, LATAM, APAC with $142m P&L and $30m capital. I provided financial leadership to international teams, ensuring effective decision-making, raising financial awareness and ensuring consistent best practice approach was applied across processes and policies governing Real Estate International. I also instigated PRINCE2 training to improve project management effectiveness while increasing skills and knowledge. ◼️ Promoted to Director in 2006 in recognition of leadership qualities, team management and consistently delivering business objectives. ◼️ Successfully delivered year-on-year savings of $2m through careful review of spend and projects, without affecting business performance while achieving corporate objectives. ◼️ Due to headcount restrictions, absorbed additional workload from growth of sites managed (39 to 73 within 3 years) with no impact on service or quality. ◼️ Led migration to SAP from legacy system, enabling consistent tracking and reporting and established KPIs, which became the standard process for recording real estate costs. ◼️ Led real estate integration and physical migration of newly acquired TV business into business hub, Successfully implementing tightly managed project within approved budgets and timeline. ◼️ Succeeded in providing consistent approach on project processes, reporting and costs, with staff feeling supported and recognised. Show less