Experience

Ham Baker Group Limited

• United Kingdom
• Industrial Machinery Manufacturing
• 1 - 100 Employee

• Group Finance Director

  • Oct 2018 - Present



Truflo Marine Ltd

• Industrial Machinery Manufacturing
• 1 - 100 Employee

• Interim Finance & IT Director

  • Oct 2017 - Sep 2018



DHL Supply Chain

• Germany
• Transportation, Logistics, Supply Chain and Storage
• 700 & Above Employee

• Interim

  • Jul 2017 - Sep 2017

  Project role integrating reporting Project role integrating reporting



Kier Group

• United Kingdom
• Construction
• 700 & Above Employee

• Finance Manager

  • Jun 2014 - Feb 2017

  The finance lead on Merseylink MCCJV (a PPP £455m 3 year design and build project) I set up the Finance & Administration function and implemented a £1.3m IT and telephony solution. Day to Day I advised on the strategy and direction to the board and parent companies highlighting a series of procurement, operational and commercial issues as well as the day to day FP&A activity particularly cashflows, financial reporting under IFRS, tax compliance, management of banking and external auditor relationships.

• Finance Manager

  • Feb 2012 - Jun 2014

  Leadership Team member as a No1 finance role looking after finance and non finance teams KMI Water and KMI Plus Joint Ventures autonomous to JV partners Kier, Murphy, Interserve and on AMP5 Mouchel. KMI Water £120m + contract in Preston and a £440m AMP5 Framework contractor for United Utilities engaged in civil engineering.Operational review and strategic decision makingDeveloped MI reporting and associated MI systemsSet up and maintenance of internal controlsManagement of banking relationship Managing and developing a team of circa 29



Construction, Demolition & Property

• Interim Company Secretary

  • Oct 2011 - Jan 2012

  Working for associated Construction, Demolition and Property companies. Review of a failed Oracle ERP based systems implementation, resolution of the key issues and production of a report to allow the management team to successfully complete the implementation.I also brought up to date 4 month's of management accounts. Completed the Statutory accounts for the property company and alligned the Demolition and Construction company accounts to the prior year statutory accounts and closed the ledgers.Close out of the assignment will be a business and system review in mid Jan 2012



Carillion

• United Kingdom
• Facilities Services
• 700 & Above Employee

• Interim Analyst

  • Jun 2010 - Oct 2011

  Working within the UK Construction business unit c£1.8 bn t/o . Responsible for support functions and working capital FP&A improving its relevance, timeliness and accuracy while supporting the strategic management team with other ad hoc analysis. Working within the UK Construction business unit c£1.8 bn t/o . Responsible for support functions and working capital FP&A improving its relevance, timeliness and accuracy while supporting the strategic management team with other ad hoc analysis.



Prince minerals

• Interim Accountant

  • Nov 2009 - Jun 2010

  A Mineral processing and Merchanting group providing products into the aerospace, building and ceramics industries.A very hands on role providing support to the newly appointed European FD, including but not limited to, preparation of 2009 audit file with fully reconciled balance sheet including verification acquisition accounting and goodwill calculations. Advice given to board members on treatment of disputed items identified within sale and purchase agreement. Set up of 2010 price list and upload to Oracle system. Investigation into Stock posting and report errors and Maintenance of Bill of Materials, Set up and verification of costing model, Validation and physical verification of fixed assets



Synergy Health PLC

• Interim Accountant

  • May 2008 - Feb 2009

  Financial Accounting and Management (team of 9) Prepared monthly and interim financial statements for UK company Prepared Plc and UK company tax packs, dealt with auditors  Improved Sales ledger invoicing processes and reviewed consolidated invoicing of high volume low value items Reduced debtor days by 5  Introduced Foreign Exchange hedging for a significant a creditor saving over £125k and implemented new group policy on accounting for the same Introduced better creditor recognition and deferred £150k in VAT due to better process Improved creditor days while getting leading Accounts payable team through processing backlog  Dealt routinely with NHS Trusts (Acute & PCT) on contractual and agenda for change issues around contract set up and debt collection matters



ATS Euromaster

• United Kingdom
• Vehicle Repair and Maintenance
• 500 - 600 Employee

• Interim General Accounting & Managed Accounts Mgr

  • Jan 2007 - Mar 2008

  General Accounting Mgr (7 Months) Interim Management of UK financial accounting team of 10 responsible for: UK Group Account consolidation and monthly reporting in line with IFRS Production of Tax packs and Statutory accounts for main trading company and subsidiaries Oversee the production of management accounts for all sites to report on day 3 and simultaneous presentation to FD and FC  Re-Introduced Monthly balance sheet reconciliations reviews and subsequent FD review.  Treasury function – Depositing and Borrowing funds to maximise Interest income and minimise payments Supervise the cashiers function for circa 500 sites and reconciliations of cash and card receipts  Ensured application of and developed existing internal business controls to ensure improved corporate governance across the team and wider business Interim Managed Accounts Mgr (6 Months) InterimChange Management / Business Process Re-engineering and controls improvement with line management of customer service / commercial team of 14 Established where failings were in current process and introduced quick fix solutions to stem financial losses which recovered loss rate of £1.9m p.a. to £0.7m p.a. profit on £20M t/o Guided the quality systems team to map current processes within the managed account process to establish common processes to define what the managed account offer would look like  Established ‘real’ client profitability and established a reconciliation process between the ‘data cube’ and actual profitability which leading to re negotiation, termination and alternate solutions for several clients. Established rough cost serve by transaction and gained agreement how the managed offer should be priced or absorbed into the overall client margin.  Advised other stakeholders on how the managed account offer could be improved suggested implementation of data cube  Managed a customer facing team of 13 producing internal and external data



KDC Contractors Ltd

• Financial Controller / Director

  • Jul 2005 - Dec 2006

  No1 Accounting and commercial role reporting to the CEO  Within 2 days of arrival advised the MD to address issues regarding the solvency and or continued activity communications business Demonstrated that to lose the main communications client would turn £1.1m loss a year into a £400k profit. Improved reporting of commercial and accounting figures reconciliation when taking over commercial team which demonstrated that accruals and WIP as previously stated were £2.5m worse than the commercial team believed.KDC Group Continued  Produced a report to the Board on options of Sale, MBO, run out or closure of the communications business Produced financial information to support financing (overdrafts, loans and leases) Developed internal reporting processes to speed up cost recognition and Cost Value Reconciliation (CVR) reports and introduced an accounting timetable and monthly reviews  Developed better reporting on the Facilities Management (FM) construction & demolition parts of the business to maximise income from clients on cost plus jobs and encourage “Over measure” and reduce WIP. Implemented a Oracle ERP system for the group  Managed teams of 6 Quantity Surveyors & 7 accounts staff and re organised staffing and introduced multi-tasking.



O'Connor Utilities Limited

• Financial Director (Designate)

  • Apr 2005 - Jun 2005

  Reviewed accounting processes and procedures.Recommended integrated accounting and contract system. Reviewed accounting processes and procedures.Recommended integrated accounting and contract system.



Barhale Ltd

• Civil Engineering
• 400 - 500 Employee

• Financial Controller (HMB Alliance JV)

  • Oct 2003 - Apr 2005

  No1 Accounting role reporting to the JV board in an £138m t/o autonomous joint venture Pulling Commercial team numbers (QS’s) in line with Financial Accounts Rescued 2003 audit to pull a poor accounting function back in line. Drove through improvements in sub contract department Inc. payments, CIS and VAT related issues Strategic Cash / (working capital) planning and budget compilation and forecasts Added a level of financial control to the business including balance sheet and supplier reconciliations, debtor monitoring, timely input of data etc. Highlighted Project “Risk” areas in terms of un-agreed internal values, compensation events etc.  Put in internal controls for cash, journals and inter company cost movements Implemented, monitored and re-enforced Internal controls within the business Reduced outstanding debtors beyond normal terms from £3.5M to zero Identified and recovered £2.5M of income from a balance sheet suspense code.  Reviewed and implemented contract costing improvements Introduced e-filing of invoices to speed up authorisation and filing processes Introduced e-commerce (electronic receipt of Invoices) Ensured statutory accounts met UK GAAP, ensured CIS, and VAT return production.  Reviewed and suggested list of strategic options for the Joint Venture to board members Ensured corporate governance by applying internal controls



Veolia Australia and New Zealand

• Environmental Services
• 700 & Above Employee

• Financial Accountant (Temporary)

  • Sep 1998 - Mar 2000

  Controlled the monthly reporting and treasury function for Onyx (UK) Ltd.Supported the purchase ledger and credit control functions. Cleared down the accounts or acquired Leigh Environmental and Whelan Group ensuring finanial completion of the books and recovery of outstanding assets to allow the companies to become dormant. Controlled the monthly reporting and treasury function for Onyx (UK) Ltd.Supported the purchase ledger and credit control functions. Cleared down the accounts or acquired Leigh Environmental and Whelan Group ensuring finanial completion of the books and recovery of outstanding assets to allow the companies to become dormant.



Balfour Beatty plc

• United Kingdom
• Construction
• 700 & Above Employee

• Chief Accountant

  • 1996 - 1998



Amey

• United Kingdom
• Civil Engineering
• 700 & Above Employee

• Principal Financial Accountant (Railways)

  • 1995 - 1996

  Ran the Financial Accounting function in 125 House Swindon, controlled central AP,AR and treasury teams for £120M t/o business acquired by Amey through BR privatisation process. Actively involved in Due Dilligence, syetem and process improvements, managed working capital, ensured fixed assets registers were kept upto date. Ran the Financial Accounting function in 125 House Swindon, controlled central AP,AR and treasury teams for £120M t/o business acquired by Amey through BR privatisation process. Actively involved in Due Dilligence, syetem and process improvements, managed working capital, ensured fixed assets registers were kept upto date.



British Rail Infrastructure Services

• Consolidation Accountant

  • Sep 1993 - Feb 1995

  Responsible for consolidation of the financial / management accounting information for 21 entities that provided infrastructure maintenance and renewal for Railtrack prior to privatisation. £1.2BN t/o Responsible for consolidation of the financial / management accounting information for 21 entities that provided infrastructure maintenance and renewal for Railtrack prior to privatisation. £1.2BN t/o



Inco engineered products

• Trainee Acccountant

  • Dec 1989 - Sep 1991