Experience

Chetwood Financial Limited

• United Kingdom
• Banking
• 100 - 200 Employee

• Head of FP&A

  • Jul 2022 - Present



Leeds Building Society

• United Kingdom
• Financial Services
• 700 & Above Employee

• Head Of Financial Planning and Decision Support

  • Oct 2019 - Jul 2022

  Led the end to end annual budgeting and agile forecasting process within the Society, ensuring that strategy and commercial trading updates were incorporated throughout the pandemic. Responsible for period end variance analysis and Exec Committee management accounts packs, with future risks and opportunities highlighted. Led a team of finance business partners, who support mortgage and funding commercial teams with their decision making proposals. Produce economic and market assumptions under different scenarios for IFRS9. Consistently high engagement and leadership team scores. Show less

• Head of Financial Planning and Capital Management

  • Apr 2015 - Oct 2019

  Lead the annual budgeting & quarterly forecasting process within the Society, which entails business partnering with all areas of the business, modelling them through dynamic planning software, challenging the results and reporting them back to Board. SME on margin management in the Society.Responsible for capital management; ensuring efficient use of capital, keeping abreast on regulatory updates and business partnering our credit risk team.Responsible for stress testing the financial results under a range of different economic scenarios and ensuring adherence to regulatory limits.Led on the project to implement QRM, our new planning software. Show less

• Decision Support and Planning Lead

  • May 2013 - Mar 2015

  • Set up a newly created Decision Support function to business partner other areas of the Society. • Team is responsible for analysing and tracking the movements in Net Interest Margin and reporting the results through to Board level.• Personally redesigned the Board MI pack to make it more strategic, focussed and consistent and received positive feedback from the Exec team.• Modeled behavioural life profiles (BLPs) for loans and savings to input into pricing and FTP models.• Redesigned and improved the quarterly planning reporting Board packs.• Developed and ran alternative stress scenarios, including managing the ICAAP process.• Review Credit Risk loss models to determine level of losses in the plan.• Embed new processes as Finance assume more responsibility from Risk under the 1st line of defence model. Show less



Direct Line Group

• United Kingdom
• Insurance
• 700 & Above Employee

• Senior Decision Support Manager, Property & Logistics

  • Jan 2012 - Mar 2013

  • Led the Finance requirements for the build, shape and run of a new function within DLG, which had previously been supplied by RBS Goup.• Finance Business Partner to Director of Property and Logistics.• Engaged with senior stakeholders to transfer property leases effectively and re-engineer supply chains via negotiation with third party suppliers.• Proposed and tracked significant cost savings pa with the Senior Leadership Team, after quickly understanding the key drivers of the new cost base.• Prepared and obtained sign off of a strategic Business case and ensured stakeholders were kept fully up to date on the Project Steering Group.• Developed cost allocation model for the Business to understand the fully absorbed cost of the new function and enable robust commercial decisions.• Led the design of a new Fixed Asset I-Procurement system by facilitating meetings between the Business and the technical accounting team. Show less

• Finance Business Partner, Change Programme

  • Nov 2010 - Dec 2011

  Support and challenge the Chief Operating Officer Executive Board to ensure that the pre-separation Change Programme was delivered as cost effectively as possible.Developed, reviewed and tracked Project KPIs against plan to ensure that financial control of projects was robust. Savings of >£2m made on contractor FTE.Led a project to transfer 350 FTE from RBS Group to RBS Insurance ahead of divestment, with no interruption to finance processes. Ensured that budgets were transferred, employees were communicated to and project cost reporting remained intact.Understood and challenged the basis of Group allocated Head Office costs ahead of divestment and presented the results to the Finance Leadership Team and external auditors. Show less

• Head of Cost Planning, Operations

  • Nov 2009 - Oct 2010

  Responsible for the budgeting process and monthly reporting of the Operational cost base for RBS Insurance and the communication of financial information to the Executive MDs.Financial Controller for accident repair subsidiary (T/O ~£100m), providing strategic insight and highlighting risks and opportunities to the Claims Exec.Operational Finance contact for a significant FTE reduction programme, which involved agreeing baselines, providing accurate inputs at pace and coordinating across different Finance departments. Show less

• Motor MI and Claims Analysis Manager

  • Mar 2007 - Nov 2009

  Managed and led a team of 8 MI analysts to analyse and track the cost drivers of motor claims indemnity spend against Budgeted inflation and report to the Board in a monthly RBS Executive meeting.Managed the design and production of a new claims forecasting model to predict the ultimate burning cost of claims components by loss period.Motor claims representative on cross Business monthly Loss Ratio meeting, in which claims handling was challenged by Underwriting and Commercial teams.Developed Operational MI to ensure the most cost effective claims handling processes were being adhered to and challenged current practices where this was not the case.Awarded Gold Finance Award by RBS Group for investigations into rising Bodily Injury costs. I broke down significant and urgent requests into manageable workstreams for the team to focus on and demonstrated breakthrough thinking, as the traditional analysis was not providing solutions. Show less



Direct Line

• Finance Planning Manager, Partnerships and Rescue

  • Feb 2003 - Mar 2007

  Prepared the P&L budgets of relevant clients in the Partnerships channel and Rescue product and supported the commercial and underwriting teams by modelling rate and commission changes. Finance partner on a post Churchill integration project to convince a major partner of the benefits of implementing income initiatives on its book. After presenting the results to the Partner’s Board, all of the proposals were agreed.Marketing costs reduced by £2m after analysing the impact of offering underwriting discounts versus direct marketing spend to acquire new business. Show less

• Financial Reporting Manager

  • Oct 2000 - Feb 2003

  Prepared Statutory Accounts and regulatory returns for underwriting entity.



PwC

• Professional Services
• 700 & Above Employee

• Audit and Assurance Manager

  • May 1997 - Oct 2000

  Experience across a wide range of industries, including FMCG, construction, packaging, food and distribution. Experience across a wide range of industries, including FMCG, construction, packaging, food and distribution.