Finance Director

• May 2021 - Present

Head Of Finance

• Jan 2018 - Dec 2020

Role sits at the Board working closely with the divisional CEO, Group FD, Business MDs, and cross functional Heads of Business. It led to the financial turnaround of the division through: • Contribution margin improvement (+56%) from better commercial terms on new deals and downside protection in the form of a de-minimis, and renegotiation of all existing major contracts. • Expenses ratio improvement (-42%) from tight cost control, vacancy management linked to improved resource utilization, as well as BPO driven cost saving & avoidance initiatives. Other key achievements include: • The introduction of a Partner cost to serve analysis, that led to a new pricing framework and resulted to the forth-mentioned profitability improvements. • Improved Board reporting including development of KPIs linked to strategic milestones. • Leading the financial due diligence for a takeover, as well as post acquisition implementation and integration plan, that grew Group net revenue by 20%. • Reviewed Group recharges and cost allocations, reaching agreement across all functional support on methodology and targeted 16% cost efficiencies across the Group. • Redesign of the new business process framework that lead to a much simpler process and clearer governance framework that speeded up decision making. Show less

Head of Finance - Retail & Marketing

• May 2017 - Dec 2017

Role sits at Retail & Marketing board supporting commercial strategy for distribution sales channels with main focus on: • Additional services revenue from add on products • Aggregator Vs direct marketing sales strategy • Differentiation strategy to enable growth Role sits at Retail & Marketing board supporting commercial strategy for distribution sales channels with main focus on: • Additional services revenue from add on products • Aggregator Vs direct marketing sales strategy • Differentiation strategy to enable growth

Finance Director, Personal Lines Intermediated Business

• Feb 2016 - Apr 2017

Role leads a team of 7 direct and 5 matrix reports for the Affinity, Retail, Broker and Private Client distribution channels, across Home, Pet & Motor products. Main achievements include:• Led finance transformation workstreams that drove process improvements including loss ratio forecasting, business case sign off framework and governance, and profit share automation.• Improved operating rhythm which drove transparency and delivered stretch cost targets.• Led in the design and delivery of a capabilities framework for finance business partners.• Delivered historic partner profitability analysis and strategic design that helped formulate 3 year plan.• Negotiated commercial terms of new deals & renewal of existing contracts.• Enhanced finance controls on commission payments and improved financial rigour on profit shares. Show less

Head of Finance, Personal Lines Retail Partnerships

• 2013 - Jan 2016

Business partnering role that sits at the board and leads finance for RSA's affinity retail partnerships with Tesco, John Lewis, Marks and Spencer, and Home Retail Group. Role drives:• The development of financially sound business strategy and annual operating plans.• Monitoring and management of business and financial performance.• Identifying/evaluating business opportunities, risks and issues and assessing their financial implications.• Development of business cases and/or remedial action plans to maximize performance. Show less

Head of Finance, British Gas Solar

• 2012 - 2013

Business partnering role sitting at the BG Solar Senior Leadership board, playing a pivotal part in growth and the strategic direction of the Solar business, ensuring decisions are aligned with the wider BG goals.• End to end finance accountability for the Solar business from design of processes to month end accounting, forecast and reporting, statutory accounting, accounts payable / receivable.• High commercial role supporting investment decision making for the operational business, including tender support, commercial evaluation, stock decisions, commercial contract evaluation, market sizing and competitor analysis as well as price position review. Show less

Business Performance Manager (Opex), Central Finance

• 2010 - 2012

Planning and reporting role with specific ownership of reporting to the BG FLT and Exec board ensuring the accuracy and integrity of BG Opex (circa £1.6bn) and providing further insight and detail when required by managing inputs from business finance in a matrix organisation.• Project managed the consolidation of the quarterly and three year plan forecasts, and delivered schedules and slidedecks for the CEC and Quarterly Performance Reviews.• Designed and delivered a new Manpower Reporting process for British Gas.• Designed and delivered an OBG Opex Reporting Database that enables executive reporting with alternate views and added capability to drill down to cost centre level. Show less

Finance Director

• 2008 - 2010

Leading the finance team (including logistics) on all activities including monthly management reporting to the board of directors meetings, statutory accounts, FP&A, and sales strategy formulation. • Used customer differentiation techniques to reduce costs by 15% and increase revenue by 4%. • Developed customer reporting and built bonus related schemes to increase liquidity by reducing debtor and stock days. • Performed Activity Based Costing techniques to design profit mark-up models for different customer groups in order to increase revenue and profitability. • Negotiated big expense accounts based on detailed analysis and future strategies in order to reduce charges and build bonus related targets. Show less

Business Analysis and Planning Specialist Manager

• 2006 - 2008

Specialist planning role contributing to the shaping of the strategic direction for CS in its drive to develop the Customer Experience, by way of working in a matrix environment, designing budget planning tools linked into unit costing and driver variance analysis.

Senior Planning Operations Manager

• 2003 - 2006

Business planning leading role on understanding the drivers behind the 400 million customer contacts, and converting them into resource requirements based on operationally agreed productivity assumptions and strategically agreed quality of service targets.

Business Planning, Reporting & Analysis Manager

• 2001 - 2003

Senior Business Partnering role (three direct reports) to call centres senior management, including contact volume and resource planning forecasts linked to operational drivers, and KPI variance analysis reporting.

Financial Analyst

• 1999 - 2001

Financial reporting and budgeting for BT’s call centres for circa 20,000 advisors and £400m operating cost.