Experience

Plan

• Non-profit Organizations
• 700 & Above Employee

• Grants Manager

  • Jul 2010 - Present

  London, United Kingdom The purpose of this role is to oversee and improve systems for fundraising, management and measurement of grants and programme related activities which account for around half of the income of the organisation. This role has taken me to Haiti, Sierra Leone, Pakistan, Zambia, Zimbabwe, Cambodia and Ethiopia on various assignments. Significant personal achievements include: Responsibility for Commercial Tender for £25 million contract. This document counted for 40% of the assessment score and… Show more The purpose of this role is to oversee and improve systems for fundraising, management and measurement of grants and programme related activities which account for around half of the income of the organisation. This role has taken me to Haiti, Sierra Leone, Pakistan, Zambia, Zimbabwe, Cambodia and Ethiopia on various assignments. Significant personal achievements include: Responsibility for Commercial Tender for £25 million contract. This document counted for 40% of the assessment score and included payment mechanisms, value for money, contractual issues, cost/benefit analysis and partnership synergies. The decision on award of this contract will be made in early 2014. Leadership of due diligence processes (concerning financial, governance and environmental matters) with major donors Department for International Development (DFID) and Disasters Emergency Committee (DEC), both of which played a key role in Plan’s participation in large, multi-programme, high value funding arrangements. Leadership of major excercise to evaluate the Value for Money (VFM) of 9 country programmes funded by DFID and embedding the VFM concepts of economy, efficiency and effectiveness in the organisation through policies and processes. Member of global team working to role out new Finance, Grants and Programme systems in 50 countries. Personal involvement includes representing fundraising offices on steering committee and ensuring grants compliance aspects are catered for. Leadership of process to institutionalise Cost Recovery through creation of policy, tools and training materials, and also guiding staff through process. Taking overall responsibility for donor compliance matters in this regard undertaking negotiations with donors such as the European Commission. Managing 3 members of staff with very different skill levels and needs and so to adapting my management style accordingly. Show less



Concern Worldwide

• Interim Head of Finance

  • Jan 2010 - Jul 2010

  London, United Kingdom The purpose of the role was to maintain oversight of the Finance function, ensuring that all functional duties were fulfilled whilst providing large amounts of data for the headquarters in Dublin. Significant personal achievements included: Adapting very rapidly to the new role so as to produce key deliverables in less than a month including a presentation to the board, full utilisation of key systems (including payroll) and a budget revision in a very short space of time. Personnaly… Show more The purpose of the role was to maintain oversight of the Finance function, ensuring that all functional duties were fulfilled whilst providing large amounts of data for the headquarters in Dublin. Significant personal achievements included: Adapting very rapidly to the new role so as to produce key deliverables in less than a month including a presentation to the board, full utilisation of key systems (including payroll) and a budget revision in a very short space of time. Personnaly producing a full set of statutory accounts including large parts of the narrative report. Co-ordination of the Audit, Finance and Risk sub-committee of the Board. Show less



Plan UK and Interact Worldwide

• Merger Consultant

  • May 2009 - Jan 2010

  London, United Kingdom This role evolved in three distinct phases. The first was to undertake Due Diligence surrounding the merger; second to project manage preparations for the merger; and third to project manage post-merger adjustments. This role took me to India and Pakistan for the due diligence. Significant personal achievements included: Preparing a detailed Due Diligence report covering a multitude of risks and mitigations (including information gathered from a visit to Pakistan and India) which was… Show more This role evolved in three distinct phases. The first was to undertake Due Diligence surrounding the merger; second to project manage preparations for the merger; and third to project manage post-merger adjustments. This role took me to India and Pakistan for the due diligence. Significant personal achievements included: Preparing a detailed Due Diligence report covering a multitude of risks and mitigations (including information gathered from a visit to Pakistan and India) which was acknowledged as of high quality by the boards and CEOs of the 2 organisations. Pushing through all necessary steps, including intensive preparation of the 2 boards surrounding governance and legal matters, so that the merger occurred as planned on 30 September 2010. This included extensive consultation with lawyers around legal, human resource and governance matters. Working with programme, finance, fundraising and HR specialists to embed new structures and systems post-merger. Show less



Plan UK

• Financial Controller

  • Jun 2006 - Dec 2008

  London, United Kingdom This role focused largely on driving forward business critical initiatives. It was principally project based and involved motivating and influencing people from all functions in the organisation. This role included an audit assignment in East Timor. Significant personal achievements included: Putting in place a “Business Case” process so that the organisation could appraise the costs and benefits of various initiatives and prioritise time commitments to the projects with the greatest overall… Show more This role focused largely on driving forward business critical initiatives. It was principally project based and involved motivating and influencing people from all functions in the organisation. This role included an audit assignment in East Timor. Significant personal achievements included: Putting in place a “Business Case” process so that the organisation could appraise the costs and benefits of various initiatives and prioritise time commitments to the projects with the greatest overall return (both financial and non-financial). Leading work to measure and manage the Carbon Footprint including hiring an intern, supervising their work, editing the report, jointly presenting it to senior management, and monitoring ongoing improvements post-reporting. Presenting a major change in the way funds were channeled to development programmes to fundraising and supporter relations staff. This included drafting guildeliness, Q&A, policy papers and financial messaging. Undertaking a significant return on investment analysis of fundraising channels and presenting the senior management, resulting in major changes to the allocation of resources to different channels. Show less



PwC

• Professional Services
• 700 & Above Employee

• Executive

  • Sep 2001 - Jun 2006

  London, United Kingdom This role was part of a graduate scheme and included qualifying as a chartered accountant. Over the five years I worked on both internal and external audit, consultancy, and undertook a six month secondment to the UK government Department of Trade and Industry (DTI). Key achievements included: Whilst at the DTI being one of three people investigating financial irregularities on the £7bn Coal Health Compensation Schemes. I insisted on a robust document analysis methodology that gave the… Show more This role was part of a graduate scheme and included qualifying as a chartered accountant. Over the five years I worked on both internal and external audit, consultancy, and undertook a six month secondment to the UK government Department of Trade and Industry (DTI). Key achievements included: Whilst at the DTI being one of three people investigating financial irregularities on the £7bn Coal Health Compensation Schemes. I insisted on a robust document analysis methodology that gave the report more rigour. The report gained national prominence and was highly influential in reforming the scheme. Leading teams of up to 10 people at client sites ensuring work was carried out to time budget and that risks were properly escalated. Achieving full Chartered Accountant (ACA) statues through the Institute of Chartered Accountants of England and Wales (ICAEW) Show less