Experience

• 

  James Walker

  • United Kingdom
  • Industrial Machinery Manufacturing
  • 700 & Above Employee

  • Divisional Commercial Data Director, Finance for Sales

    • May 2016 - Nov 2020

    The James Walker Group is a manufacturer and multi-national provider of engineering products and services to leading industries such as Oil & Gas, Metallurgical, Rail, Power generation, and operates from over 40 bases worldwide with 40 reporting entities and over 50 active legal entities.* Reporting to the Divisional Global Sales Director Implementation of Transfer Pricing worldwide, enabling end to end margin visibility across more than 95% of our product range  Development of a suite of “traffic light” commercial data visuals via Tableau, significantly enhancing the monitoring of business performance by the global sales team Establishment and visibility (via Tableau) of Sales, Margin & Order Key Performance Indicators to facilitate improved strategic and commercial decisions Creation and rollout of a worldwide sales forecasting methodology and tool Development and implementation of a worldwide inter-company forecasting methodology and tool, translating the sales forecasts into demand for our manufacturing companies

  • Divisional (SPS) Finance Director

    • Aug 2013 - Apr 2016

    * Reporting to the Group Finance Director Finance Director of the Board of the Strategic Business Unit for the Sealing Products and Services Division (70% of Group sales) which drives strategic direction and operationally manages the division. Profit before tax increased by 20% in last 2 years  Commercial finance business partnering includes appraisal of financial reporting and capital investments for non-finance business partners Responsible for appraisal and execution of prospective acquisitions including their financial integration. Careful appraisal and due diligence of a recent attractive acquisition uncovered unknown financial issues thereby preventing a risky investment Development of finance staff worldwide: an under-performing head of finance is now one of our best heads of finance Business risk management via internal audits and business partnering advice: losses from recent defalcations recovered in full

  • Group Financial Controller

    • Dec 2005 - Jul 2013

    * Reporting to the Deputy Chief Executive & Finance Director, I led a team of 7 direct reports (with functional responsibility for over 80 in the Finance team worldwide) and control the Finances of this £200m turnover Group  Ensuring accurate and timely internal and external financial reporting in accordance with UK GAAP and controlling the treasury and tax functions Responsible for appraisal and execution of acquisitions including their financial integration. A recent acquisition improved its profitability by 14 percent of sales in the first 3 years Financial modelling and commercial input for a potential start-up in the Power sector Establishment of an internal audit function across the Group Developed self-financing incentive reward schemes to drive profitability and reduce working capital

• 

  GTA

  • Senior Financial Controller

    • Sep 2004 - Dec 2005

    My remit when joining GTA, was to groom the company for an IPO, trade or private equity sale which was achieved when Cendant Corporation, a leading US travel group, acquired the group• Responsible for the due diligence work for 2 interested parties (Cendant and a private equity firm) which required significant interaction with bankers, legal teams and auditors• Successfully integrated the Group into Cendant from reporting and Purchase accounting • Transformed internal financial reporting from a 6 week close in September 2004 to a 4 day close in April 2005 • Coached the Finance leaders in each country to complete a 4 day close• Successfully resolved prior year accounting issues including acquisition accounting and differences in the AP and AR sub ledgers• Developed a methodology, and agreement with the Auditors, for the Purchase order accrual using in-depth historic analysis to facilitate a quick monthly close

• 

  Fiskars

  • Financial Controller Europe

    • Sep 2001 - Feb 2004

    • Identified and implemented initiatives to achieve 15% Operating income and 40% ROA• Initiated and progressed re-structuring projects in UK and Germany which secured savings of $1m in 2002 and a further $4m in 2003 leading to a 4 basis points (of Net Sales) increase in profitability within 2 years• Established, with the President, the strategic direction of the group• Transformed the internal and external financial reporting of the group to conform to country GAAP, US GAAP and conversion to IAS

• 

  Newell Rubbermaid

  • Europe & UK

  • Financial Controller

    • Oct 1998 - Sep 2001
    • Europe & UK

    EUROPEAN ROLE• Transformed the internal financial reporting to achieve a 4 day close and compliance with US GAAP which required extensive capability training of country Controllers • Responsible for acquisition entity reporting in compliance with Newell policies • Successful transition to Newell accounting policies within 7 months• Increased Operating income by $850k through reduced inventory loss during year 2000• Achieved a reduction of 3 operating sites, plus 1 in progress and 2 more planned for 2001. Related decrease of Overhead Expenses 4% of Sales per annum

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  Kettle Foods

  • UK

  • Financial Controller & Company Secretary

    • Oct 1994 - Oct 1998
    • UK

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  Bertram Books

  • UK

  • Company Accountant

    • 1994 - 1998
    • UK

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  Lovewell Blake LLP Chartered Accountants

  • UK

  • Audit Senior

    • 1981 - 1989
    • UK