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Interim Finance

Work Experience

16 years experience in running and consulting in/to finance and operations functions for international technology and telco companies, following 6 years in the chartered accounting profession. A seasoned finance professional partnering CEO’s, leading finance and operations teams across multiple size companies in various geographic markets. Experienced in US GAAP, UK GAAP and IFRS. Experience in start ups, high growth, restructures/turnarounds, and exits.

Education

Qualifications:
M.A. Hons Modern History (Upper 2nd) St Andrews 3 “A” & 8 “0” levels
Professional:
Fully qualified Fellow Chartered Accountant (ICAEW) first time passes
Member of Australian Institute inc. “CA’s in Business” committee

Skills

Revenue / Cash Enhancement
 Improving DSO and cash collections. At Seven, we reduced DSO from 120 to 60 in six months. The SPHC engagement also reduced in a reduction of DSO from 90 to 40 days
 WIP reviews. I drove the identification and actioning of unresolved WIP issues at Telstra such as work completed but not billed, which required significant clean up and process definition as well as working with the customer (Qantas) to collect unpaid/unbilled revenues. This added £4m to net profit. Also cleaned up WIP at IBM Services and developed/introduced target labour and utilization rates and rate/utilization reporting/analysis
 Cost reductions (for example CSC, AMP consulting engagements)

Strategy and Organisational Change
 Turnaround. For example Logical Australia was loss making on joining. By working with the CEO on proper business analysis, and by devising new strategies, the company achieved profit within nine months enabling a successful trade sale. Logical UK was also loss making. By completing a full economic profitability analysis to understand true source of losses, it was possible to devise and write the high-level strategy and company business plan. Execution entailed reducing the headcount from 400 to approx 150 and selling off some business units but did result in a return to profitability
 Business analysis. At MessageLabs, I was part of the team analysing the results and market position, to deliver a three year Strategic Plan which has since been successful

 Constraint based planning. I worked with Trinamo to rationalize their internal 3 year business plan using a constraint based methodology and presented options to the owners on potential valuations and exit strategies. I also worked with one of their clients to complete a long term planning analysis for the VC investors
 Organisation change. For example, the SPHC consulting engagement resulted in a radical finance and operations functional redesign. Similar role at CSC; work included the actioning of process/management issues and re-engineering of resources, to reduce headcount by 50% and focus the team on more “value add” functions including cost reduction as well as better customer service. I also realigned the quote to cash functions across MessageLabs to be more customer and sales person facing/accountable

Sales Support / Optimisation
 Compensation Plans. Responsible for the design, documentation and roll out of compensation plans to meet agreed strategies and drive the right behaviour. For example, we redesigned the MessageLabs sales variable plan to drive recurring long term revenues (to aid valuation). Also devised and rolled out the Compensation Plan for Seven as well as put together sales team contracts of employment / consulting agreements around the world (nothing in place prior to arrival)
 Legal. Contract reviews/negotiations (Logical Australia, Cisco, Seven, etc), creation of contracts databases, design and roll out of sales order templates and standard legal templates (Logical UK/Australia and Seven)
 Forecasting. Improved the accuracy and format of revenue forecasting (Seven – redesigned revenue forecast process, templates, ran sales forecast meetings)
 Quote to Cash Lifecycle. For example, at MessageLabs I spent significant effort in improving processes and information flows and working with various functions to improve accuracy and therefore DSO and customer satisfaction

Mergers and Due Diligence
 Acquisitions. AMTECH – one successfully completed and DD completed for second
 Managed two due diligence processes and the sale of the business at Logical Australia
 Purchase of two business and their integration at Logical Australia
 Post acquisition review/integration (ASK/Ingres)
 Integrated three companies at Logical UK and helped sell off non performing business units
 Pre acquisition review / due diligence for American Express for New Zealand franchise
 Multiple pre acquisition audits and prospectus reviews whilst working in the profession

Leadership and Project Management
 Managed teams of 20+ often with zero attrition (MessageLabs and Logical Australia)
 Managed Finance functions as well as Sales Operations, HR and IT (Cisco)
 Project management. For example, ran the project team for ABN credit card finance team - identification of issues, management of issue logs, software supplier mgt etc. Ran the PM team to introduce the new invoicing processes to Qantas
 Ran cross functional teams at MessageLabs to improve the quote to cash lifecycle process

Systems and Business Reporting
 Board reporting. I rewrote the Investor Board Report for MessageLabs as it was cumbersome, not meaningful and inaccurate
 Improving the quality of the financial data and financial reports. For example at Seven, there were no reports in English so 12 revenue and 4 receivables reports were specified and delivered in the first three months as well as automation of the report generation process
 Setting up finance functions and workflows. For example; the creation of comprehensive Finance Manuals (ABN) and business process engineering and writing process documents for Operations and Finance staff to manage transactions with financial impact
 Analysis and recommendation of “Future State” systems and business intelligence (ABS)
 Part of Siebel roll out team at MessageLabs and part of Oracle implementation team (Boral)
 Quality Management programme roll out. For example, I devised and documented new ISO Quality Procedures for Finance and Operations for Logical Australia and Amtech
 Implemented BI reporting tools for sales and service management (Logical Australia)
 Successful major systems upgrades (e.g. Logical Australia and Cisco)
 Financial “cleansing”. For example on joining Logical Australia a significant “clean up” of company financials was required, resulting in new systems and procedures, improved close times, less aged receivables, etc.

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