Experience

Milsom Hotels and Restaurants

• United Kingdom
• Hospitality
• 1 - 100 Employee

• Financial Director

  • Oct 2014 - Present



GEA Heat Exchangers Ltd

• Birmingham & Northampton, United Kingdom

• Divisional Finance Director

  • 2008 - Mar 2014

  • Financial number 1 for 3 divisions on 2 sites. • Establishes standard labour & overhead recovery rates with subsequent monitoring of actuals with variances investigated & actions taken to reduce any adverse variances. • Reviews bills of materials & stock procedures to ensure fair representation of Cost of Sales & stock levels. • Reviews internal processes to ensure fit for purpose with improvements implemented when required. • Contract review ensuring terms are acceptable. • Review project pricing proposed by sales staff and monitors project costs during execution • Development and processing of monthly internal Management Accounts’ to improve their consistency & the MI contained therein (I am an advanced Excel user). • Provides parent company, GEA Heat Exchangers Ltd, with sufficient detail to complete group Core reporting in timely manner to ensure group deadlines are met. • Provides insight & concise monthly narrative to BU President & team. • Prior to group restructuring, responsible for all Group (SAP Core) reporting of GEA 2H Water Technologies. • Prepares and reports annual budgets and forecasts, modelled in excel on self-devised spread-sheets. • Involved in the merger/consolidation of various companies within a segment into one statutory company. • Liaison with financial and non-financial staff in other areas of the business and with external advisers. • Supports, assists & mentors staff. • Company Compliance Officer for 2 divisions. Show less



CSE Aviation

• Kidlington, Oxfordshire

• Divisional FD

  • Mar 1998 - Jun 2008

  • Divisional Finance number 1. • Responsible for completion & submission of monthly management accounts, including detailed commentary, to Group Head Office. • Responsible for consolidation & review of the monthly reports from the six reporting units that constituted SAE and Sales, before submitting, again with detailed commentary, to Group. Attended monthly reviews of these companies. • Responsible for financial control of major capital projects (for instance widening of runway, construction of new hangar). • Member of employer’s Management Teams. • Following sale of a Division, in charge of the hive down of the ledgers into two distinct entities (for administrative ease, the two divisions were previously run from the same financial database). • Member of team that was responsible for redesigning the Group’s monthly financial pack, including specifying relevant KPI’s. • Implemented improvements to financial procedures, policies, internal financial reporting and cost allocations. • Lead annual budgeting process. • Highlighted irregularities in reported results in one of the non Oxford SAE and Sales’ units and assisting in development of strategy to return it to profitability. Show less