Experience

Bank Workers Charity

• United Kingdom
• Banking
• 1 - 100 Employee

• Interim Director of Finance and Support

  • Mar 2022 - Present



ShareAction

• United Kingdom
• Non-profit Organizations
• 1 - 100 Employee

• Interim Finance Director

  • Nov 2021 - Feb 2022

  ShareAction is a campaigning organisation pushing the global investment system to take responsibility for its impacts on people and planet, and use its power to create a green, fair, and healthy society. ShareAction is a campaigning organisation pushing the global investment system to take responsibility for its impacts on people and planet, and use its power to create a green, fair, and healthy society.



ReLondon

• United Kingdom
• Government Administration
• 1 - 100 Employee

• Head of Finance and Operations

  • Oct 2018 - Jul 2021

  Our aspirations are to make London the world’s leading low carbon circular economy city. Head of Finance and Operations overseeing all of ReLondon’s financial and back-office functions, member of the organisations Senior Management Team. The Finance function ranges from management of all financial transactions, through to production of the annual financial statements. Other key responsibilities include HR, Project Management and Investment Management. Working closely with the CEO, Board and Committee members on LWARB’s short, mid and long-term strategies and plans, to ensure financial security for the organisation. Externally the role works closely with the internal and external Auditors, Tax and Legal advisors, Investment Managers, HMRC, GLA treasury, external funders and local authorities. Show less



Barclays

• United Kingdom
• Financial Services
• 700 & Above Employee

• Project Manager/Business Analyst (contract)

  • Mar 2015 - May 2018

  2017/18 SRP - Financial Control UK reporting; ensuring the front-to-back processes and reporting for the new ring-fenced bank established and implemented. - Production of the new ring-fenced bank reporting. - Financial Controls testing of the new consolidation engine. - Planning and executing the cutover strategy and plan. Development of the GSIB reporting and ensuring the new data attributes are available. - Analysis of the key data attributes through the respective systems, and the governance and controls in place around them. - Mapping the data attributes journey through the various systems and documenting the data lineage. 2015/16 - Work within the Financial Control Change Management Team supporting the Transform Programme - Develop single source of date for accurate and consistent reporting across the full range of external reporting commitments. - Plan and deliver Project work stream to required scope within the agreed timelines. - Manage the documentation of the existing and target business processes within Financial Control, including managing workshops with key stakeholders. - Investigate and document process for closing statutory units, company codes and trading partners in SAP. Show less



UBS

• Switzerland
• Financial Services
• 700 & Above Employee

• Business Analyst (contract)

  • 2014 - 2015

  Business Analyst for SAP Single Cost Ledger Project, migrate global ledger onto single platform. Responsible for Communications, Organisational Change, and Support workstreams. Additional responsibility around Risk mitigation for go-live. Business Analyst for SAP Single Cost Ledger Project, migrate global ledger onto single platform. Responsible for Communications, Organisational Change, and Support workstreams. Additional responsibility around Risk mitigation for go-live.



Credit Suisse

• Switzerland
• Banking
• 700 & Above Employee

• Change Manager (contract)

  • Nov 2012 - Mar 2013

  Change Manager for Global Travel & Expense Project with responsibility for Communications, Training & Development work streams including strategy and planning. - Reported into Project Manager with one direct report (Business Analyst), tasked with defining the change and business readiness aspects of a Concur upgrade project. - Designed training strategy plan for 18 countries, detailing the types of training required and the resourcing schedule to support them including the translation of all materials. Show less



Worldpay

• United Kingdom
• Financial Services
• 700 & Above Employee

• Financial Manager (contract)

  • Oct 2010 - Mar 2012

   Joined organisation to assist the transition of UK leader in payment processing into a standalone company within 12-18 month challenging timeframe.  Reported to Executive Board, initially responsible for establishing a fully-functioning Finance Department focusing on tax and revenues, managing a budget of c£45m.  Recruited new finance resources including Head of Taxation, Head of Treasury, 2 Management Accountants and 3 Financial Controllers.  Built monthly reporting across all central functions, working with departmental business heads to identify and understand all the costs and their drivers.  Established quarterly forecasts and full year budgets across the central functions, which required extensive business partnering to understand their financial models and processes.  Acted as Business Partner to represent all central function teams including finance and legal, assisting in the development of finance understanding for non-finance professionals. Key Achievements:  Established separate WorldPay organisation within 18 month deadline.  Developed new monthly reporting models across business detailing £300m monthly revenue.  Succeeded in delivering the first full year budget for 2012 acting as an independent company. Show less



UBS

• Switzerland
• Financial Services
• 700 & Above Employee

• Chief Financial Officer

  • Jan 2008 - Mar 2010

   Based in Dubai, responsible for the entire scope of the finance functions within Dubai and Qatar, spanning regulatory accounts through to business expenses.  Reported to EMEA CFO with dotted line into COO based in Dubai, operating across investment banking, wealth management and asset management business functions.  Objective of the role was to meet all statutory, financial and regulatory requirements, while also supporting the development of the branch and its business divisions. Additionally, performed the role of Company Secretary and HR Manager. Focused attention on cost control, introducing MI reporting and controlling cash and treasury functions. Implemented new finance manual covering all operational procedures and introducing new tighter controls relating to cash management.  Attended quarterly meetings with Regulators and played leading role in establishment of new offices located in Qatar &Saudi Arabia.Key Achievements: Played leading role in the attainment of 100% regulatory compliance Show less

• Logistics CTB Project Manager / Lead

  • Apr 2006 - Nov 2008

   Led a team of analysts on functional design phase and transition into build and testing of single IT platform for IT costs throughout the UBS group as part of cost transparency project.

• Offshoring PM/Global Financial Ops IT Manager

  • Nov 2006 - Jan 2008

   Responsible for managing key business project to move the Financial Operations functions equating to 70 FTE’s based in the UK & USA to a cost effective location in India. Key Achievements: Achieved ‘Making it happen’ Award from UBS in recognition for outstanding effort.

• Global Project Manager

  • Oct 2004 - Oct 2006

   Responsible for the functional design, testing, training and rollout of global workflow invoice processing system and UK rollout of web-based expense reimbursement system. Managed a global project team and $1m budget, reporting into Project Board and leading external consultants, developing project plans and tracking process through to deployment. Key Achievements: Provided 100% fully audited trail across UK and US for all invoicing and expenses. Reduced invoice payment terms from 60 days down to 14-30 days. Show less

• Head of Financial Operations in London

  • Jun 2000 - Oct 2004

   Managed department of 25+ staff, incorporating AP, T&E and Control areas. Provided budgetary control, forecasting & cost analysis, BCP and global MI for Financial Operations.Key Achievements: Reduced urgent payment requests down from 25-30 per day to just 2 monthly. Developed business continuity plans for finance and operations.  Provided facility to analyse costs including all vendor expenditure.