Experience

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  SES Water

  • Redhill, United Kingdom

  • Finance Transformation

    • Sep 2019 - Present
    • Redhill, United Kingdom

    Driving Finance Transformation through implementation of new reporting tools, process re-engineering, and system enhancements.

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  Cricketers Gin Ltd

  • England, United Kingdom

  • Part time Gin Producer

    • Jul 2019 - Present
    • England, United Kingdom

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  Thames Water

  • United Kingdom
  • Utilities
  • 700 & Above Employee

  • Finance Director - Strategic Planning & Investment & Head of Group Services Finance

    • Jul 2018 - Jun 2019

    Interim Finance Director for Strategic Planning & Investment, and Group Services functions (c.£380m p/a), leading the finance teams supporting 7 of 9 executives and their respective business units.

  • Finance Programme Manager

    • Nov 2014 - Jul 2018

    Programme Manager for large portfolio of Finance change projects including• Finance lead for the development of 2020-25 strategic & regulatory business plan (PR19) submitted to Ofwat in September 2018.• Finance lead for Board approved formal separation of Wastewater business into Bioresources & Network Plus operating units to meet new regulatory / competition requirements. • Finance Programme Lead for Big 8 Transformation Programme targeting £540m of benefits in 5 year strategic planning period. • Multiple system and process improvement programmes driving Finance change.

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  Severn Trent Water

  • Coventry, United Kingdom

  • General Manager / Finance Director - Planning & Performance

    • Jan 2014 - Nov 2014
    • Coventry, United Kingdom

    Interim General Manager/Finance Director responsible for driving financial planning and performance (FP&A) in constantly changing regulatory and commercial environment. Provided strategic leadership of the Customer Care organisation developing future Target Operating Model and 5 year planning roadmap, annual budget as well as delivering short to medium term operational and financial plans to maximise income and minimise costs.Drove reduction of c.50fte in Customer Care through operational efficiencies and process redesign whilst delivering improved customer satisfaction results.Responsible for design, restructure and implementation of new Planning & Performance (FP&A) & BI teams to provide improved business insight & capabilities whilst delivering 40fte reduction in overall staff.Responsible for setting up and driving task force that delivered 60% reduction in back office backlogs in 4 months to achieve and maintain lowest ever work in progress levels.

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  RSA

  • City of London

  • Finance Director - Claims Finance

    • Jul 2013 - Dec 2013
    • City of London

    Interim FD for the Claims Finance area providing financial guidance and support to the Claims Executive Team which manage RSA's UK Claims function (c.£115m). Manage team of business partners that support Claims operations and responsible for driving completion and ownership of 3 year strategic plan and 2014 Operating Plan, which contained significant financial challenges. Successfully integrated into the leadership team in short time to deliver in year financial challenges.

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  Virgin Media

  • United Kingdom
  • Telecommunications
  • 700 & Above Employee

  • Divisional Finance Director - Access

    • Jan 2012 - Jun 2013

    Divisional FD leading the commercial finance team that supports £600m Access division which manages Virgin Media’s Installation & Service Technician activities, Supply Chain activities and associated support functions. Key member of Executive Management team which has delivered a step change in efficiency and performance whilst delivering c.£40m of savings in 2012.Major Achievements- Delivered £20m P&L budget challenge through implementation of various cost saving and technician efficiency initiatives which both reduced costs and delivered increased KPI and NPS results for the division, and delivered improvements in working capital. - Delivered £15m of increased capitalisation through review and change in various accounting policies related to the installation and supply chain processes. Capex impact offset by increased efficiency of ceased customer equipment and - Delivered £5m of savings through review of 3rd party supplier performance and negotiating changes to 3rd partner rate cards.- Delivered stretching 2012 budget and Qtrly forecasts despite increase in customer volumes and service and installation activity.- Developed 2013-2015 strategic plan and budget which held costs flat through 3 years through introduction of new initiatives and efficiency management

  • Head of Finance - Technology & Change

    • Sep 2010 - Jan 2012

    - Lead the Technology finance team that supports £150m p/a Technology & Change function, responsible for driving cost efficiencies through sourcing initiatives and financial performance management. Key member of Technology Executive team.Major Achievements- Key part of successful development, negotiation and delivery of multiple Technology outsourcing deals delivering savings of c.£32m in Testing & Environments Management, and Mobile platforms development and support areas.- Drove headcount reduction (125fte) to meet budget challenge and drive efficiency in the Technology & Change organisation.

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  Royal Mail

  • United Kingdom
  • Freight and Package Transportation
  • 700 & Above Employee

  • Interim - Project Manager

    • Jan 2010 - Sep 2010

    Responsible for Business Case development for c.£80m SAP Transformation programme up to and including board approval. Role also included financial control of the programme.

  • Interim - Head of Investment Appraisal

    • Oct 2007 - Dec 2009

    - Head of the Investment Appraisal division with responsibility to the Royal Mail Executive Board for the critical evaluation of proposed investment cases under its £2.0 billion transformation programme.- Provide guidance to the Executive Board of suitable project investments to pursue, ensuring alignment and fit with commercial and strategic objectives of the changing organisation.- Responsible for development of strategic plans for both Government Price Control negotiations and ongoing strategic plan and annual budget updates.- Transformed the Investment Appraisal team from being considered the investment ‘hurdle’ to the investment ‘partner’ through significant team and customer relationship development. Interim contract extended nine times.

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  BBC

  • Interim - Transition Consultant

    • Sep 2006 - Dec 2006

    Interim position responsible for delivery of SAP BPS forecasting and planning module into BBC Wales and Radio & Music divisions.

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  Coca-Cola Amatil

  • United Kingdom
  • Manufacturing
  • 700 & Above Employee

  • Business Planning & Strategy Manager

    • Jun 2005 - Jun 2006

    - Responsible for the development and management of the company’s 3-5 year Core Business Planning process, incorporating new business strategy, new product development, and capital investment planning.- Responsible for ongoing review and prioritisation of the capital investment portfolio to maximise returns to CCA.- Integral part of senior management team supporting Managing Director and Chief Financial Officer to identify performance improvement opportunities of core and new acquisition businesses. Major Achievements- Developed new planning tool to enable detailed 5 year sales and profitability forecasting at product and distribution levels.- Introduced capital management process to ensure capital investment delivered improved shareholder returns.

  • Grocery & Petroleum Finance Manager

    • Mar 2005 - Aug 2005

    - Strategic short term assignment to gain experience in Sales aspect of business. - Managed department of 20 employees responsible for delivering Credit and Sales Accounting support for the Grocery & Petroleum Business units. Primary focus on managing Pricing, Receivables, Promotional funds and claims with CCA Business Managers and customers. - Restructured department functions to consolidate into existing shared services environment thereby eliminating 4 FTE.

  • Procure to Pay Manager

    • Jan 2003 - Mar 2005

    Manage department of 22 employees responsible for delivering the Purchasing to Payment systems and processes for the Australian organisation. Primary focus on team development, process improvement opportunities and major project implementations such as Promaster, Electronic Document Imaging, and integrations for CCA acquired businesses.Major Achievements- Integrated Purchasing & Payables function for six acquisition companies into Finance.- Responsible for the successful implementation of Promaster Expense Management solution to CCA and subsidiaries, including consolidation of credit card programs to MasterCard. - Designed Business Objects Universes and reporting tools for Promaster, AP & Purchasing modules to be used by Business and Decision Support personnel. - Responsible for design, development and implementation of alternative Procurement solutions for Australian Business to replace eProcure System. New approach saved CCA in excess of $500k in Capital Expenditure and delivered user friendly solution with increased internal controls.- Responsible for design, development and successful implementation of 5 year outsourced arrangement to deliver Electronic Document Imaging & Workflow Solution to benefit all areas of CCA, eg Finance, Sales, Equipment Service & HR.- Restructured Purchasing & Payables area to improve process efficiency, employee accountability, employee job satisfaction and customer service levels.

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  McDonald's Corporation

  • Global Procure to Pay Lead / Asia Pacific, Middle East, Africa Finance Lead

    • May 2001 - Dec 2003

    Head of Global Procure to Pay team implementing Oracle 11i, and Lead Finance representative for APMEA regionKey Project Responsibilities- Finance Lead representing Asia, Pacific, Middle East & Africa region on Global Finance Team to ensure regional/country requirements designed into global solution.- Managed all aspects of the Global Procure to Pay Process team – responsible for redesigning the global processes for the Supply Chain Procurement to Payment cycle.- Responsible for acceptance and validation of global design by Senior Executives of McDonald’s top 12 countries, through one on one consultation, and global workshops.- Delivered project objectives on time and under budget.- Responsible for re-defining finance global business measures, reporting requirements, and data standardisation to support measures and project objectives.

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  McDonald's Australia Ltd

  • Chief Accountant

    • 1998 - 2001

    Senior Management role with responsibility for five national departments with approximately 35 employees. Departments included National Decision Support, Corporate Accounting, Real Estate & Franchise Accounting, Accounting Shared Services, & EDI project.Department responsibilities included management accounting & reporting for Australian and Pacific Islands operations, decision support & financial consulting to company owned and Franchised restaurants, budgeting, treasury, asset portfolio management, Franchise & lease income management, restaurant acquisitions, accounts payable, accounts receivable, P&L & Balance sheet preparation, auditing, and performance management reporting.Major Achievements- Recognised as an integral member of national and local management teams, providing sound financial information and advice to the business in a proactive and customer focused manner.- Financial Controller for all aspects of McDonald’s 2000 Olympic involvement (US$50m budget) from 1997 – 2000. This included; - Key member of Olympic Management Team - Feasibility studies for construction & operation of temporary restaurants - Forecasting, budgeting, cost tracking, control and reporting - Liaised with IOC and SOCOG on McDonald’s contractual arrangements - McDonald’s Olympic involvement resulted in generation of additional sales revenue in excess of $6.5 million dollars for period of Olympics. - Redesigned the annual budget process for Australia to ensure timely and accurate forecasts. Reduced time period from 3 months to 6 weeks which resulted in company wide savings of $250,000 per year.- Administration simplification project for head office & restaurants. Achieved savings for the company restaurants in excess 30% of administration time or $240,000 per year. - Strong people development including mentoring PY in Commerce Program participants and multiple international placements of staff