Experience

L&Q

• United Kingdom
• Real Estate
• 100 - 200 Employee

• Treasury Accountant

  • Jan 2009 - Present

  Initially Finance team leader on a twelve month maternity cover contract during 2009, subsequently extended to March 2010 and then on to June 2010. Initially the role covered Performance and management accounting functions. Following staff departures in 2009 took on additional Treasury team management duties. Reporting to the Head of Service for Finance and Business Support, the role has been flexible, including: VAT shelter and returns Interim Manager to finance and performance team of 11 staff. Day to day cash flow and loans management Bank covenant monitoring and compliance Leading improvement to balance sheet integrity and coverage Year end preparation including statutory accounts and external audit liaison Attendance at monthly Performance Review Meetings Enhancing monthly balance sheet integrity Leading and improving budget setting process for 2010-11. Developing management reporting to reflect new organisational structure Accounting and business support to Commercial team. In January 2011 appointed as Commercial and Treasury Accountant. This provides financial and business support and challenge to the Commercial Director, Assistant Directors and their teams along with a management accounting, budgeting service. Business areas include major improvements programme, new developments (and their sale), community and business development teams and social enterprise. Treasury role includes the development of cashflow monitoring and financial covenant compliance testing. Show less



Arnold Clark Automobiles

• Area Accountant

  • Aug 2005 - Sep 2008

  Financial management for three Honda dealerships in the Manchester area (and Lexus Bradford prior to its disposal), reporting to the Group Financial Controller including: Developing and managing team of 14 over three locations. Production of management accounts to tight disciplines and other group reporting, Working capital management including credit control, Monthly and year end reporting to group. Financial management for three Honda dealerships in the Manchester area (and Lexus Bradford prior to its disposal), reporting to the Group Financial Controller including: Developing and managing team of 14 over three locations. Production of management accounts to tight disciplines and other group reporting, Working capital management including credit control, Monthly and year end reporting to group.



Bramwell Motor Group

• Group Financial Controller

  • Sep 2004 - Jun 2005

  Responsible to the Chairman for all aspects of financial management, with active involvement in strategic and operational issues for a franchised car and motorcycle distribution business. Managing the two divisional accounting teams - 7 staff in total Monthly accounting and consolidation for the Board as well as financial accounts and management of the year end process with the external auditors. Strict day to day working capital disciplines over stock and debtors in order to meet tight financial constraints. Preparation of pack for presentation to potential purchasers of the motor division of the business. Preparing business plans to promote possible expansion of the Motorcycle business Streamlined monthly reporting process in Excel to reduce time by at least a week Proactive input to the Chairman/family concerning operational management structure and team. Show less



Bowers of Bolton

• Group Finance Director designate

  • Sep 2003 - Aug 2004

  Reporting to the Chairman on all financial matters. Bowers Group employed 250 staff at Vauxhall, Saab and Daewoo franchises at six locations with turnover of £50m. but financial pressures forced the planned disposal of each business unit, working with the funders. Supporting business disposal programme, providing financial information and efficient transfer of people and assets to new owners. Led financial year end and audit process Leading and developing a total of 17 staff in local accounting teams at each of the six locations, including central functions, during a time of uncertainty and change. Introduced daily and monthly profit forecasting process to the businesses. Regular meetings with the Chairman/board regarding funding/disposal options. Attendance at meetings with bank/funders and Chairman. Improved balance sheet integrity and debtor cover calculations to ensure dependable base for funding negotiations. Secured substantial VAT refund for the business. Negotiated deferred payment terms with HMCE for VAT payments due to financial status of the group. Show less



Camden Motor Group

• Group & Treasury Accountant

  • Apr 1998 - Sep 2003

  Reporting to the Group Finance Director, managing central accounting team and responsible for monthly board reporting to Venture Capital funders, short term borrowings, financial covenants, taxation, statutory accounts, audit liaison and projects. Camden Motors has been the subject of an MBO in 1996, when turnover was £300m. and grew to turnover of £950m Developing business models to support funding proposals for acquisitions and provide long term projections to external funders. Enhancing structure, staffing and effectiveness of central accounting team - 16 staff. Acting as financial controller to the retail division during a period of growth and acquisitions, including integration of Ford market areas for Coventry and Northampton. Developing revised financial and operational reporting to support the subsequent restructuring of the group into four autonomous business units. Leading supplier leverage programme to exploit scale through strategic cost reduction Show less



Tom Tomkins

• Regional Financial Controller

  • Jan 1995 - Feb 1998

  Accountable to the Regional Director, responsible for financial management at ten dealership sites with turnover of £100m. Caverdale acquired Godfrey Davis during 1995. Led group implementation of Kerridge Autoline dealer management system. Attendance at (and minute taker) for Caverdale motor division board meetings. Accountable to the Regional Director, responsible for financial management at ten dealership sites with turnover of £100m. Caverdale acquired Godfrey Davis during 1995. Led group implementation of Kerridge Autoline dealer management system. Attendance at (and minute taker) for Caverdale motor division board meetings.



Godfrey Davis Motor Group

• Group Financial Controller

  • Jan 1992 - Jan 1995

  Reporting to the Group Managing Director, responsible for financial management and IT services to five Ford dealerships with turnover of £80m. Disposal of Alperton dealership and integration of two Hertfordshire franchises to one centralised team, reducing accounting headcount and improving reporting consistency. Reporting to the Group Managing Director, responsible for financial management and IT services to five Ford dealerships with turnover of £80m. Disposal of Alperton dealership and integration of two Hertfordshire franchises to one centralised team, reducing accounting headcount and improving reporting consistency.



Godfrey Davis London

• Financial Director and Company Secretary

  • Jan 1988 - Jan 1992

  Promoted to report to Managing Director responsible for all aspects of financial control and profit improvement for four Ford outlets with sales of £50m. managing a team of c 25 staff.

• Chief Accountant

  • Jan 1985 - Jan 1988

  Promoted to lead the accounting team of 20 covering four Ford dealerships at the largest subsidiary company. Major improvements to balance sheet integrity, monthly accounts and stock and debtor control while managing team of 20 accounting staff.



Godfrey Davis Holdings

• Group Management Accountant

  • Jan 1984 - Jan 1985

  Reporting to Group Financial Controller with duties including consolidation of all monthly reports for main Board and ad hoc support and cover for operational businesses. Reporting to Group Financial Controller with duties including consolidation of all monthly reports for main Board and ad hoc support and cover for operational businesses.



Bowater Group

• Internal Auditor

  • Jan 1982 - Jan 1984

  Operational audits covering all accounting functions in a range of industries, including packaging, consumer goods manufacturing, freight forwarding, building products, Head Office and Treasury functions. Operational audits covering all accounting functions in a range of industries, including packaging, consumer goods manufacturing, freight forwarding, building products, Head Office and Treasury functions.



UCL

• United Kingdom
• Research Services
• 700 & Above Employee

• Trainee Accountant

  • Jan 1977 - Jan 1982

  Two years as Trainee Accountant in internal audit. Promoted to Financial Accountant with duties including day to day cash management and year end accounts. Subsequently in statistics function reporting directly to the Finance Director. Two years as Trainee Accountant in internal audit. Promoted to Financial Accountant with duties including day to day cash management and year end accounts. Subsequently in statistics function reporting directly to the Finance Director.