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Work Background
Secure Screening ServicesFractional Finance Director
Oct. 2025Chichester
Sweeptech Environmental ServicesChief Operating Officer
Jan. 2025 - Oct. 2025United KingdomProject role to finalise the integration of an acquisition within existing business and ensure the company operated under one banner and one operating system. Providing operating and financial reporting to SLT and board members. Managing all Operations, HR, H&S and Fleet Management personnel to ensure the business developed in a unified strategy and ensure the operational objectives/projects were being achieved to the timeframes set out. Working with key strategic suppliers to ensure future growth inline with budgets could be achieved and laying the pipelines for operational efficiency. Monthly board meetings and presentations of operational updates and risk registers highlighting improvements needed and improvements achieved/being achieved. Waste division business review project - looking at maximizing waste capacity and reducing internal risks and waste agreements diluting profits. All projects due to be completed by end of September 2025.
Sweeptech Environmental ServicesInterim Chief Financial Officer
Oct. 2024 - Jan. 2025Hickstead, England, United KingdomInterim role to support Sweeptech’s financial strategy and support the rebuild of the finance function and supporting systems until Perm CFO arrives. Supporting an SME at a significant growth period and working with the bank and lending partners to manage the working capital requirements and put in place financial structure to ensure the growth aims of the business are achieved. Managing bank relations and providing long range cash forecasts/financial reporting. Managing financial resources inline with revenue expectations. Growing finance function resources and key finance team areas. Handover with inbound CFO achieved by end of January 2025.
SPCK PublishingInterim Finance Director
Feb. 2024 - Oct. 2024London, England, United KingdomInterim FD role to manage the SPCK financial strategies and drive the commercial strategies as well as driving internal improvements. Joining the business in unusual circumstances following the passing of the former FD, the process begun by reviewing and quickly rebuilding the finance function and implementing quickly a new finance system to allow transactional challenges to be reduced and freeing up department time to focus on the slim line operational processes and staff development, in order to become a finance business partner setup to support the operational business needs and improve accuracy of the data/reporting in the business. Role includes managing multiple internal projects to and help drive growth in margin/net profit and reducing operational costs and improving operational efficiency. Focus and KPI’s built around cash management, gross margin and operational profitability and on the balance sheet around working capital. Implemented a new accounting system within 6 weeks. Annual detailed budget by month and by department and revenue stream completed within 2 weeks, with less than 5% discrepancy to actuals YTD. Reviewed and redesigned the royalties team making staff changes and bringing in people with the skills to push the department further and support the growth of the business and improving internal and external customer communication and relations. Improved the month end reporting packs, full detail including key reports showing the CEO/Governing Board continuous improvements of legacy inherited challenges.
Waltet MaterialsDirector Of Finance And Operations
Jun. 2020 - Feb. 2024Southampton, England, United KingdomStrategic and daily management of the entire operations across two sites and managing the financial direction of this SME. Managing 7 Heads of departments and delivering change across the business with the focus on Sales with improved gross margins and driving working capital cash improvement. Challenging role in a challenging sector especially covering the last couple of years and this period of mass change/restructure/turnaround and dealing with the external Covid/post covid inflationary pressures and the impacts these had on our operations and results. Directly working with external finance partners and external auditors to ensure the business is fully financially supported to grow in line with 5 year plans and making the business foundations stronger financially, to continue the drive and expand organically or via acquisition. Redesigning the internal reporting from all operational activities and developing new/existing staff to buy-in and drive the business via better reporting with greater detail with aim to take ownership and understand and drive the key KPI targets set by myself/other directors. All the above has been to ensure Waltet continues and follows best practices and is recognised as one of the best logistic and recycling business in Hampshire.
The Finance & Cash Risk SolutionsDirector
Mar. 2018 - May. 2020West Sussex, United Kingdom, United KingdomThis business offers practical financial and accounting advise and support to SME businesses (including online companies) across multiple industries and varying complex business structures. We offer clients support in various projects from new start-ups to established companies with simple growth objectives. We offer techniques and recommendations for improving internal reporting requirements and knowledge on how to help businesses with liquidity (including foreign exchange risk) management. Projects include:
SaaS business start-up financial support
Retail business start-up financial support
Internal performance reporting design or improvement and implementation
Liquidity reporting including foreign exchange planning and management
Cost and time saving recommendations
Project Board reporting, updates and action recommendations
System improvements and implementation.
Business/Channel/Department restructures / turnarounds to project/target deadlines. The above project timescales vary by client and can range from a few days to more than 12 months depending on the requirement and complexity of the business.
Bonnier PublishingGroup Operating Capital Manager
Feb. 2016 - Mar. 2018London, United KingdomGroup Turnover £128m
Hired to do a 5 month project to look at improving the group's working capital position focusing
on trade debtor days and customer payment terms, stock days and implementing appropriate
supervision on trade creditor payments and contract agreements especially payment terms. This
project was extended and expanded into reviewing and improving all areas of groups liquidity
after my initial successes, and the project involved the updating and improving of all internal
policies/documentation and included the updating of the group corporate governance policies.
The project ended in March 2018. Achievements:
Implementing a group Cash-flow models short and long range forecasts. 8 businesses providing
this in usable format which gave an accurate forecast and visibility of available cash 2 months
in advance which previously was only 2 weeks.
Reducing trade debtor days by over 40 days to lowest level in companies history.
Stock/sales ratio reduced to lowest percentage in its history.
Reports implemented by me helped to unearth and discover an internal fraud by one of the subsidiary senior management teams to the tune of £3m. Included as part of the investigation team and I discovered the key incriminating emails to support the following legal action.
Formed the structure of a group treasury and working capital focused team. Other duties:
Requested all funding requirements from the parent company's treasury function. Including
organising all loans/overdrafts and FX hedges. I organised the borrowing of funds to the tune of
up to £25m per year for major business acquisitions and operational restructuring and organic
growth activities.
Managing the credit control & credit management team of 6 people.
Managing and controlling the group stock clearance exercises, approving available provisions
and deals over a certain value or any deal that was below cost price to maximise cash inflows.
Average clearance exercise was £1.5-3m per year over a course of a year.
The Body ShopEuropean Commercial Manager - Company Markets
Mar. 2015 - Feb. 2016Littlehampton and LondonThis was a 1 year maternity cover role which allowed me to work in a very commercial environment away from the self comforts of finance. The role involved: Commercial business partnering to Benelux (Netherlands, Luxembourg and Belgium) and Germany and Austria markets. Reporting and performance feedback and future planning. Product Pricing and store promotion planning and implementation. New product In store event planning and store layout. Gift Category volume forecasting and buying for the EMEA zone (12 markets). General Ad hoc zone promo reporting.
The Body ShopInternational Financial Planning & Analysis Manager
Mar. 2013 - Mar. 2015littlehampton, englandA senior member of the International FP&A team my role had multiple areas of responsibility: Produce and submit the global Body Shop P&L to L'Oreal Group Finance with key KPI's ensuring IFPA and the rest of the TBS finance teams meet required reporting deadlines. Manage multiple projects from working with Exec members on M&A activities and post integration to internal reporting and process improvements with the key focus to increase gross and operating margins. FX risk management including reporting and analysis. Approving/Sign off on financial stability of new and key contracts from third party suppliers. Internal cost centre management including multi million pound budgets and trend setting. Business partnering to all other support functions within the group. Including Legal, Sourcing, Operations and HR.
Autumn PublishingFinance & Operations Director
Jan. 2012 - Feb. 2013chichesterAs a member of the board my role was to work with the CEO and other directors to create and implement strategies with the aim of improving profitability and growth of Autumn Publishing. My role looked after two key functions, the financial interests of Autumn which required full control and responsibility for Autumns finances and management of its distribution and warehouse operations. I introduced a range of measures with the key focus to:
- Improve product gross margin and reduce the companies annual opex.
- Improve distribution processes by reducing delivery times to customers and exceeding customer expectations to support sales growth opportunities. In my time there I managed 14 people covering 3 departments.
Green Power ConferencesFinancial Controller
Apr. 2011 - Jan. 2012london, united kingdomFinancial support to the board of directors and general management of the finance function. Supporting the financial strategies undertaken by the Green Power Group and reviewing all revenue and cost streams and monitoring current business/projects risks. I made significant changes to the financial strategies improving cash flow and profitability. I did this by changing forex provider, introducing a debtor process and changing banking provider, saving the company in excess of £150k per year. I was responsible for 1 member of staff.
TNEI Services LtdCompany Accountant
May. 2007 - Dec. 2010newcastle upon tyne, united kingdomMy role was to manage all areas of the Finance function and to provide business and commercial support to the directors and project managers. I managed the finances for multiple companies within the group, from the production of the management accounts to the completed financial statutory accounts. This included dealing with external auditors and all internal/external queries on a day to day basis. Daily involvement in assisting the project managers and dealing with project related problems from a financial point of view. I also undertook an 18 month project where I managed an internal upgrade of the Project Management System from an MS Access system to a full web based application.
This new system dramatically reduced project overspends as project managers ability to review and manage cost expenditure was significantly improved and by increasing TNEI gross margins. I managed 3 members of staff over 2 sites .
AIGFinancial Analyst
Aug. 2005 - May. 2007croydonMy role was to support the direct Marketing team and offering a link to the UK central finance department. The role included doing elements of the management accounts on revenue and expenditure. The role was to support the marketing team on sale trend analysis and project budget/spending monitoring via complex and detailed model building. I was also responsible for incentive purchasing with third party suppliers and management of this inventory.
First Choice HolidaysFinancial Analyst
May. 2004 - Aug. 2005crawleyI Worked in the FP&A team for the Firstchoice specialist division. Key focus of the role was to produce the weekly KPI reports and analysis of sales data. The role also included margin analysis which required checking the data integrity and if the data of supplier contracts had been loaded correctly into the 4 main systems. Weekly one to one meetings with product pricing managers regarding pricing and profit/loss margin issues and supporting the pricing lists for the new season brochures.
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