James Hoare

Chief Financial Officer at NM Group
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Contact Information
us****@****om
(386) 825-5501
Location
San Gwann, Malta, MT
Languages
  • English -
Skills

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Sesheeka Selvaratnam, CMgr FCMI

I had the privilege of working with James on several projects. James was always available even though we were working on different time zones with highly distributed teams on various projects. He is thoughtful and considerate and focuses on the engagement at hand, while working with all relevant stakeholders. Fantastic PM!

Craig McGill, MCIPR

James shows all the right skills in being an up to date specialist. In a multi-channel era, he stays on top of the right trends, developing business methods and keeps an open mind as to how suitable they are for each project. He's not blinded by buzzwords though, he thinks everything through to work out a best approach. Sharp guy.

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Credentials

  • Prosci® Change Management for Managers
    Prosci
    Jul, 2020
    - Sep, 2024

Experience

  • NM Group
    • Malta
    • Financial Services
    • 1 - 100 Employee
    • Chief Financial Officer
      • Sep 2022 - Present

      CFO Role overseeing all aspects of the internal finance function and giving finance advice to the CEO and the rest of the organization. CFO Role overseeing all aspects of the internal finance function and giving finance advice to the CEO and the rest of the organization.

  • The Argus Group
    • United States
    • Insurance
    • 1 - 100 Employee
    • Project manager - Argus group
      • Apr 2019 - Sep 2022

      The role is to implement a core broking solution, which provides world class core insurance broking business processes, which automates manual processes and frees up staff time to more effectively service their customers and provide modern connectivity where required. To use tools such as workflow to standardize and simplify business processes and decision-making. To redefine Argus Brokerages business process with enhanced controls, efficiency and effectiveness by automating with a core insurance broking platform and removing the use of paper as much as possible. We did not just implement a new core insurance broking platform but we also challenged existing ways of working (business processes) at every turn. To ensure we do not just automate existing processes in the new core broking platform, but instead re-engineer existing business processes to be the most effective and efficient they can be for Argus Brokerages to deliver excellent customer service and only then automate them in the proposed core broking platform. To provide a digital journey for customers and partners in the form of portal capability and mobile helping to improve customer experience, increase revenues and reduce costs. Flexibility to provide speed to market and the ability to shape and grow the business. To provide Business Intelligence and cross / up selling help to breakdown silos, increase customer retention, and drive profitable growth, fast. To provide management a single view of the business presented in dashboards with full drill down to the granular business data. Show less

  • Startup Grind Malta
    • Numbers guy
      • Oct 2018 - Dec 2019

      Ambassador for Startup Grind Malta. STARTUP GRIND IS A GLOBAL ENTREPRENEURIAL COMMUNITY Startup Grind is the largest independent startup community, actively educating, inspiring, and connecting more than 1,500,000 entrepreneurs in over 500 chapters. We nurture startup ecosystems in 125 countries through events, media, and partnerships with organizations like Google for Startups. The cornerstone of our global community are monthly events featuring successful local founders, innovators, educators and investors who share lessons learned on the road to building great companies. Founded in Silicon Valley, Startup Grind has helped millions of entrepreneurs build their businesses, connect with strategic partners, and secure funding. Our Values We believe in making friends, not contacts. We believe in giving, not taking. We believe in helping others before helping yourself. Show less

  • COOEVO
    • Netherlands
    • Artists and Writers
    • Group CFO
      • Oct 2018 - Feb 2019

      Was CFO for a Blockchain startup in Malta. The idea is to take the various environmental data, such as CO2 concentration levels in the atmosphere, currents in the sea, oxygenated levels of water in the sea etc from the ESA satellites, use an algorithm to turn this data into useable management information and place it on the Blockchain for use by governments, public sector bodies and private businesses to manage the environment in a more sustainable way. Was CFO for a Blockchain startup in Malta. The idea is to take the various environmental data, such as CO2 concentration levels in the atmosphere, currents in the sea, oxygenated levels of water in the sea etc from the ESA satellites, use an algorithm to turn this data into useable management information and place it on the Blockchain for use by governments, public sector bodies and private businesses to manage the environment in a more sustainable way.

  • Ofgem
    • United Kingdom
    • Utilities
    • 700 & Above Employee
    • Project Manager
      • Dec 2017 - Jun 2018

      Ofgem is the energy regulator and seeks to regulate the energy market and move the market from carbon-based to renewables-based energy generation. Personal deliverables: I lead a project to rewrite one of the registers and portal to achieve the following: Enable administration of new requirements from the Energy Minister Automation of validation processes GDPR compliance Regulatory change Eliminate manual processes Digital transformation Ofgem is the energy regulator and seeks to regulate the energy market and move the market from carbon-based to renewables-based energy generation. Personal deliverables: I lead a project to rewrite one of the registers and portal to achieve the following: Enable administration of new requirements from the Energy Minister Automation of validation processes GDPR compliance Regulatory change Eliminate manual processes Digital transformation

  • Wallet.Services
    • United Kingdom
    • Truck Transportation
    • Project manager - business planning and funding
      • Jun 2017 - Nov 2017

      Wallet.Services accelerate BlockChain development and reduce risk and investment for enterprises and government. Through a simple Wallet concept, developers readily access BlockChain capabilities, and organisations exploit distributed ledger innovation. BlockChain can prove ownership, actions and contracts over time as an unchangeable public record, enabling co-operation without intermediaries, improving transparency and security. Personal deliverables: My role was to support this Edinburgh Blockchain start up with project management and governance, business planning, financial forecasting, commercialisation of software as a service, investor and client presentations, funding applications, change management and strategic financial advice, Show less

  • Cloudreach
    • United States
    • IT Services and IT Consulting
    • Finance Project Manager
      • Jan 2017 - May 2017

      Finance Transformation project including remediation and re implementation of General Ledger system (ERP) – Financial Force – across all European countries they operate in, mainly UK, France, Germany, Italy and Spain for Cloud services company. Personal deliverables: This included the following deliverables - business process efficiencies, business requirements, structure of General Ledger and chart of accounts, monthly financial close, statutory and management reporting, organizational changes, user training, user acceptance testing, change management, communications, project governance and project management. Worked with 3rd party suppliers to deliver the changes required in the system. The European finance shared service centre was managed from Edinburgh. Show less

  • PwC
    • Professional Services
    • 700 & Above Employee
    • Project Manager - digital transformation
      • Jan 2016 - Dec 2016

      I led a digital transformation project at a major utility. The project entailed automating finance processes using Robotic Process Automation (RPA) to improve efficiency, provide scale and enable compliance. The key deliverable was a 75% reduction in cost of processes.Project manager of a digital transformation project at a major utility. The project entailed automating finance processes in a shared service centre using Robotic Process Automation to create a “digital labour force”, improve efficiency, provide scale and enable compliance. The key deliverables were a 200% increase in throughput, increased quality of outputs, increased compliance, greater transparency, boosted scalability, quick return on investment and 24/7 operation. Worked with suppliers of the software and a 3rd party technical configuration team to deliver the solution using UiPath RPA software.Personal deliverables:In my role as project manager I led all aspects of project management, project governance including risk and issue logs and steering committee, change management, project planning, communications, process selection for automation, process documentation, solution design, benefits definition, user acceptance testing, hand over to business as usual, lessons learned, user training, handling resistance to change and co-ordination with 3rd party suppliers. Budget £10 million. Show less

    • My Financepartner lead for Scotland
      • Sep 2013 - Dec 2015

      In summary, MFp provides SME's with a full accounting service from book keeping to year end returns but more uniquely it provides businesses with in depth management information allowing business owners to make more informed decisions. The service also includes a dedicated finance partner who is a qualified accountant and business advisor, who can guide businesses through any change they'll face and allows businesses to benefit from partnering PwC as their accountant and advisor - which is also attractive to lenders and investors who like the peace of mind and credibility provided by having the PwC name on their accounts.Personal deliverablesMy role at PwC was the roll out of a new service within PwC in Scotland called – My Financepartner. The role included being part time Finance Director for small businesses providing financial input to key strategic decisions and ensuring suitable management information is provided to enable the owner/CEO to grow the business and manage all stakeholders. Show less

  • AIG
    • Egypt
    • Oil and Gas
    • 1 - 100 Employee
    • Project Manager for Finance Transformation Project
      • May 2009 - Aug 2013

      The GIFT programme was a large global, finance transformation programme covering 97 countries and the business vision was to transform an inefficient and fragmented organisation and business processes to a centralised and efficient structure using accounting hubs or shared services to deliver quality management information, reduce Insurance and Reinsurance losses and improve decision making. Implementation of SAP General Ledger and FS-RI Reinsurance solution is a key element of the solution. My role was to work with the business to help deliver a number of self-contained projects as part of this large programme of work, across life, non-life and reinsurance. Significant cost savings were achieved through, automation, economies of scale and the elimination of waste. Personal deliverables: • Project managed the delivery of remediation of existing financial reporting systems for expanded reporting requirements prior to SAP implementation. Led the project from analysis stage to delivery to the business. I was responsible for all aspects of the planning and delivery of this project including stakeholder management and change management (CFO and CIO). Managed a team including AIG (finance and IT SME’s) and third party suppliers – budget £50 Million. • Led the team who devised and implemented the Target Operating Model (TOM) for finance and reinsurance for the whole of AIG. This included all the change management and communications aspects of implementing the TOM – budget £3 Million and 7 staff. • Project lead for data remediation to bring data standards from existing levels to those required by SAP. Managed a team including AIG and third party suppliers. I was responsible for all aspects of the delivery of this project including change management and communications from initiation to the successful conversion of data to the new financial systems – SAP. Budget £15 million and staff 25. Show less

  • XL Catlin
    • Bermuda
    • Insurance
    • 700 & Above Employee
    • Project manager for finance transformation project
      • 2007 - Apr 2009

      Global Finance transformation program (55 countries) to deliver leading edge Finance Transformation including Finance Target Operating Model (TOM), General Ledger Systems implementation (PeopleSoft) and interfaces to legacy insurance systems. Upgrading of existing data warehouse to facilitate improved financial reporting was also part of scope of project. Significant cost savings were achieved through automation, economies of scale and the elimination of duplication. Personal deliverables: • Delivery of re-engineered finance processes including establishing finance shared services or finance hubs with a focus on managing deliverables from business perspective including change management and communications • Project manager for all non US entities for Peoplesoft implementation managing 8 staff (budget £12M) including a combination of XL and external third party staff. • Had overall responsibility for the planning and delivery of this programme and for project management office activities for all non US countries, led from London. This included Project planning, change management, reporting on progress and status, getting resolution of risks, issues, dependencies and delays. • A key element of the role was communication with and management of key stakeholders (European CFO and CIO) to ensure consistency of messages to the business and to facilitate adoption of new General Ledger Systems and processes and enable change management. • Led the project from the beginning – business case - right through to the handover of the deliverables to the business. • A key part of the role was co-ordination between the business and IT to ensure what was designed was delivered to the business and dealing with the change management issues between the two parts of the organization Show less

  • Atos KPMG Consulting
    • Managing Consultant
      • 2004 - 2007

      Managing consultant in financial services practice responsible for selling and delivering to the CFO's of Insurance clients of the company. Helped build relationships at CFO level by representing the company to them, researching key issues facing the industry, preparing proposals and delivering customised solutions. Managing consultant in financial services practice responsible for selling and delivering to the CFO's of Insurance clients of the company. Helped build relationships at CFO level by representing the company to them, researching key issues facing the industry, preparing proposals and delivering customised solutions.

  • IBM
    • IT Services and IT Consulting
    • 1 - 100 Employee
    • Managing Consultant
      • 2003 - 2004

      Managing consultant in financial services practice responsible for selling and delivering to the CFO's of Insurance clients of the company. Helped build relationships at CFO level by representing the company to them, researching key issues facing the industry, preparing proposals and delivering customised solutions Managing consultant in financial services practice responsible for selling and delivering to the CFO's of Insurance clients of the company. Helped build relationships at CFO level by representing the company to them, researching key issues facing the industry, preparing proposals and delivering customised solutions

  • Pricewaterhousecoopers
    • 1 - 100 Employee
    • Managing Consultant
      • 1998 - 2003

      Managing consultant in financial services practice at Price Waterhouse and Pricewaterhousecoopers focussed on Insurers and delivery of projects to the CFO's of medium sized clients of PWC. Redesigned consulting model to ensure it's application to medium sized companies. Worked closely with audit partners to sell and deliver to audit base. Managing consultant in financial services practice at Price Waterhouse and Pricewaterhousecoopers focussed on Insurers and delivery of projects to the CFO's of medium sized clients of PWC. Redesigned consulting model to ensure it's application to medium sized companies. Worked closely with audit partners to sell and deliver to audit base.

  • BYRNE FLEMING LIMITED
    • United Kingdom
    • Business Consulting and Services
    • Managing Director
      • 1995 - 1998

      Led the South African operation reporting to the global MD responsible for all aspects of the consulting business.

    • Managing Consultant
      • 1987 - 1995

      Started consulting career at Byrne Fleming. Managed small to medium sized projects in manufacturing and mining companies with some Insurance companies as well. Learned performance improvement methodologies with practitioners who implemented changes and achieved real bottom line benefits for clients.

  • KPMG
    • Brazil
    • Construction
    • Audit Senior
      • 1984 - 1987

      Conducting audit assignmemts for leading companies in South Africa. Conducting audit assignmemts for leading companies in South Africa.

  • Price Waterhouse
    • United States
    • Accounting
    • 1 - 100 Employee
    • Audit Senior
      • 1981 - 1984

      Various audit assignments for leading Irish Companies leading to qualification as Chartered Accountant. Various audit assignments for leading Irish Companies leading to qualification as Chartered Accountant.

Education

  • Institute of Chartered accountants in Ireland
    FCA, Finance
    1981 - 1984
  • University College Dublin
    Masters degree in Accounting, Accounting
    1980 - 1981
  • University of Limerick
    Business Studies, Accounting
    1976 - 1980
  • St Mels College
    Leaving Certificate, Business/Commerce, General
    1971 - 1976

Community

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