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Interim Finance Transitions Director - Direction, Delivery a

Work Experience

Assignments (please see ‘Finance and Business Transitions’ below, and ‘Business Technology Projects’ from page 2)
Finance and Business Transitions
Danoptra Limited, Leeds, Programme Director, Leisure and eRetailing, 5/06-12/06
• Holding group for digital eRetailing business to business group, over 5,000 staff, £120m turnover, reporting to Group CFO, then Group Managing Director
• Start-up £2m change programme for Head Office covering IT infrastructure, business process changes, telecoms cost reductions, cash management and project management training, 15+ team members
• Assisted the VC majority shareholder through valuable input into the need for director level change and the implementation of a turn-around programme led by Kroll
• Led the re-design and streamlining of the bespoke e-procurement system and process, introduced key controls, with projected multi-million pound cost savings.
National College for School Leadership (NCSL), Nottingham, Interim Operations Director – Corporate Planning, Public Sector – Education, 2/06-5/06
• Flagship leadership training college for England’s current and aspiring Head Teachers undergoing a leadership structure transition driven by a new CEO, funding ~£100m, reported to Deputy CEO
• Led the operational planning and budgeting cycle delayed by the leadership transition
• Facilitated cultural change through collective planning and budgeting processes involving 80+ staff
• Linked for the first time corporate and operational plans, programme and project requirements to funding constraints and the new DfES prescribed Balanced Scorecard
• Principal aim was maximum value for money from DfES funding for 2006 / 07 ahead of significantly reduced funding from 2007 / 08 – identifying strategic cost driver and commercial initiatives
• Introduced Prince2 concepts (ahead of Prince2 and MSP adoption later in the year), including minimum project scoping and planning for all initiatives and projects.
Esselte, Uxbridge, Interim Programme Finance Manager, Manufacturing, 03/04-05/04
• Leading global office supplies manufacturer with turnover of USD 1.2b.
• Worked closely with the CIO, European IT Vice President and Regional IT Directors to determine global financial projections for Regional, Country and Programme operating and capital expenditures
• As Esselte did not have a project costing system, designed procedures using Comshare FDC reporting tools to capture programme and project forecast data from global sites
• CEO, CIO and CFO review of the forecast helped confirm the current position, and the way forward for the global IT community.
Libra Holidays Ltd, North London, Interim Financial Planning & Analysis Manager, Leisure – Tourism, 09/03-12/03
• At a Tour Operator in crisis (turnover £130m) worked with an Interim Project Director and distressed Finance staff to quickly assess cash forecasts to establish a recovery path with short-term refinancing
• Introduced new critical controls for daily cash management in the Finance department of 14
• Built from scratch a two year budget model with senior management not used to good relations with Finance staff – modelled key assumptions and key performance indicators to establish financial control
• Introduced Margins Analysis which showed a sound platform for future growth with economic recovery.
Tyco Healthcare, Cornwall, Senior Interim Finance Manager, Manufacturing, 03/03-09/03
• Rapid assimilation of a turn-around crisis at the Redruth plant, worked closely with a new Plant Manager and Manufacturing Controller to help return the plant to a going concern, turnover £25m
• Project managed a concurrent BPCS manufacturing ERP implementation, working closely with central IT – coached 6 high dependency staff with new system responsibilities
• Major turnaround and BPCS project risk was the inherited ‘dirty’ manufacturing database – managed a small team to completely revise the main-stream product structures which enabling creation of a new budget from clean data, and permitted product line decisions to continue / discontinue production
• A WIP study revealed major count and valuation errors – quickly established new stock taking controls and a new process to accurately value WIP
• Capital Expenditure Requests to take the recovered plant into capacity expansion with Lean Manufacturing.

Microsoft Great Plains, Munich, Germany, Senior Interim Manager, Software, 04/02-08/02
• Demanding reconstruction of the accounting records in eEnterprise for three German companies subsequent to acquisition involving detailed transactions analysis and reconciliations
• Reasonable financial statements achieved.
Compass Group PLC, Chertsey, Corporate Finance Project Manager, Foodservice, 02/01-07/01
• Co-managed with Barclays Capital the bond ratings process for the de-merged Compass Group (FTSE 100, £8.1b turnover), reported to Group Financial Controller
• Achieved targeted Baa1 from Moody’s and BBB+ from Standard and Poor’s
• Re-drafted the Group’s Corporate Acquisitions model
• Fast hand-over from permanent incumbent transferred to US operations.
Forsell & Littleton Spinning Group, Leicester, Financial Controller, Manufacturing, 01/00-04/00
• Demanding turn-around, integration of 3 Finance teams with 12 staff through restructuring and refocusing
• Sage development, implementation of system and month end key controls.
International Water (UK) Ltd, London, Finance Manager, Utilities – Water, 10/99-11/99
• Project review leading to cost recoveries of £1.5m on Scottish and the Philippines projects.
Vickers plc, London, Business Appraisals Manager, Engineering, 05/99-06/99
• High value tender and capex appraisals, Group Board reporting.
easyJet, Luton and Switzerland, Finance Manager, Leisure – Tourism, 05/98-05/99
• Business critical corporate performance management, with Cognos tools implementation
• Finance planning and reporting with high growth projections, £100+m turnover
• Rigorous feasibility study and integration of TEA Basel AG Swiss airline acquisition, £15m
• Introduced TEA to easyJet financial procedures and controls to meet easyJet standards.
Total Pipeline Solutions, North London, Interim Accountant, Utilities – Water, 11/97-05/98
• Re-vamp of accounting function and key controls during business change, £25m turnover.
WMC Resources Ltd, Mt. Keith, Western Australia, Mine Accountant, Mining, 1996/97
• Start-up giant Mt. Keith nickel mine in remote central Western Australian desert
• Tough workloads and meeting of tight deadlines, blue chip company
• Group capital reporting system and procedures implementation for budgeting, control and forecasting.
Australian National (Railways), Adelaide, Financial Analyst, Leisure – Travel, 1995/96
• Design and implementation of commercial capital expenditure policy, procedure and analysis techniques.
Normandy Poseidon Ltd, Adelaide, Special Projects Analyst, Mining, 1993/94
• Designed a feasibility financial model for a giant zinc smelting plant with a team of senior engineers, managers, marketers, scientists and corporate analysts, $750m capex
• Wrote a financial model of a 1,500 km gas pipeline which led to a Joint Venture Agreement between Australia’s largest mining blue chip companies BHP, WMC and NPL. Completed in 1996, provides gas to mines in Kimberley Ranges and Kalgoorlie for power generation, $600m cost
Vinovation Pty Ltd, Adelaide, Operations Manager, FMCG – Wine, 1992
• Entrepreneurial activity to obtain wine making projects in Moldova, India, Romania and Russia.
• Business planning, marketing and contacts with Australian and overseas companies and governments –intense commercial management experience.
McLaren Vale Marketing Group & The Vales Wine Company Pty Ltd, Adelaide, Business Manager and Company Secretary, FMCG – Wine, 1991
• Business development and financial leadership of grape grower owned companies with high politics.
Gerard Industries Pty Ltd, Adelaide, Group Management Accountant, Manufacturing, 1994/95
• Group Management Accounting ‘Development Plan’, nine staff, $120m t/over
• Change management of costing, pricing, manufacturing database, stock control and reporting
• Capex evaluation of Special Projects including a large computer acquisition.
South Australian Brewing Co. Ltd, Adelaide, Divisional Management Accountant, FMCG – Beer, 1990
• Blue chip management accounting, $260m turnover
• Ownership of monthly management reporting pack, budgeting, four staff.
Walker Australia Pty Ltd, Adelaide, Senior Financial Analyst, Manufacturing – Auto Components, 1988/89
• US blue chip Tenneco Automotive subsidiary, helped to achieve a company turn-around from a $7 million loss to break even in 18 months on a $35m turnover
• Focused on performance analysis and reporting of inventory, production, warehousing and distribution, all crucial to the turn-around, including OE and P&A product repricing, costing, and budgetary analysis.
Auditor-General’s Department, Adelaide, Auditor, Public Sector, 1986/87
• Basic financial training ground in accruals systems in public Health Services.
Business Technology Projects
Michael Page International, Holborn, Data Quality Management and Business Intelligence Project Manager for the Gateway Programme, Recruitment, 10/07-12/07
• The Gateway Programme’s strategy is to implement a new global recruitment system with systems integration through a standardised global data warehousing and reporting solution
• Short-term assignment to project manage MPI’s data project, initiated aggregation of related workstreams in to one ‘end-to-end data governance’ workstream covering the global data quality, data warehousing, business intelligence and group consolidation solutions
• With workstream leaders setup project disciplines and reporting, highlighting high risk upstream ‘data funnel’ dependencies adversely affecting the programme critical path and workstream outcomes
• Advised on contract negotiations with Cognos saving many £100k in license costs over the next few years with MPI projected growth.
PartyGaming, Gibraltar, Country Localisation Project Manager, eRetailing, 02/07-05/07
• eRetailing, online billing and settlements, turnover £200m+, reported to Assistant Finance Director
• Oracle eBusiness project implementing Finance, Procurement and HR modules – country project management for Bulgaria, Israel and UK, weekly travel to these locations, virtual team of 8
• Managed cultural, language and global model design issues, country localisation applications purchases, system interfaces
• Highlighted and helped resolve project quality concerns including communication issues, third party design process and project management competencies, governance, user buy-in and diversity issues
• Project was rephased and countries became self-managing.
Hilton Group plc, Watford, BPM Project Consultant, Hotels, 08/05-11/05
• FTSE100 owner of the Hilton Hotels franchise, Ladbrokes and LivingWell businesses, turnover ~£7b
• Fast take-up of the project management of a troubled Cartesis Magnitude project (consolidation, forecasting and reporting) – scope of 900 reporting units, including 600+ hotels around the world, 12 staff
• Recommended to the Steering Group the project be re-base lined – led the re-base lining process
• Re-instated project disciplines by workstream, created project plan of way forward in MS Project
• Refocused the infrastructure team on bandwidth and latency end user concerns, a critical project risk
• Moth-balled the project due to the Hotels division takeover by Hilton Hotels Corporation (USA).
TwiningsOvo Group, Andover, Global Project Manager, FMCG – Beverages, 11/04-06/05
• An ABF Group division, Twinings and Swiss Ovaltine brands, turnover £0.5b, reported to Project Board
• Led an international project team of 10 through vendor selection (RFI, RFP), negotiation, contract and ‘total cost of ownership’ (TCO) processes to select a global performance and reporting solution
• Scope included all global business units, revised processes and tools for budgeting, forecasting and management reporting, using a ‘standard model’ design and implementation approach (vendor toolsets and data warehouse), with full WAN and data centre architecture
• BI Strategy development – mentored TwiningsOvo staff in BI and BPM concepts and principles
• Utilised Gartner and Butler Group BI and BPM technical and Analyst resources
• Considered Applix, Cartesis, Cognos, Hyperion and SAS – Cognos was successful
• Negotiated license, training, consultancy, maintenance, hardware and associated costs with savings of ~£1.5m on initial RFP offerings
• Mentored development of the new IS Project Management Framework, using Prince2 principles.
George Wimpey (UK) Ltd., Milton Keynes, Project Manager, Construction, 07/04-10/04
• UK’s second largest home builder, turnover ~£2b, reported to Finance Director Sponsor, since left
• Co-project managed a business performance management (BPM) Geac MPC (Management Planning and Control) systems implementation, including third party LogicaCMG management, team of 7
• Rescued the project from negative project performance issues and two re-phasings
• Managed the 120+ MPC user community computer configuration, training and roll out to obtain buy-in
• Re-focused the project team after key people moved on to other internal positions.
Whitbread PLC, Restaurants Division, Dunstable, Project Manager, Restaurants, 07/00-12/00
• Challenging and successful project management of Adaytum Planning (now called Cognos Planning) system implementation for a £1.1b turn-over restaurants division, reported to Restaurants Finance Director
• Undertaken during structural change – major reorganisation and office relocation
• Managed from scoping to implementation, using a template approach for all concepts or brands
• Facilitated the department through a strategic, tactical and task prioritisation process.
Dept. of Information Industries, Adelaide, Business Analyst, Public Sector, 1995/96
• Design team member for the South Australian Government’s IT outsourcing programme of a project life cycle framework covering: project initiation and prioritisation, business case development, and business risk management.

Education

Professional Memberships and Qualifications
• Member, Turnaround Management Association, July 2007
• Managing Successful Programmes, Foundation level, July 2005
• Certified Prince2 Practitioner in project management since May, 2004 (P2R/067595)
• Member, Institute of Interim Management since 2004 (member 251)
• Certified Practising Accountant (CPA) member of CPA Australia since 1984 (member 1170541).
Business Systems
Main vendors and products (not limited to): Cartesis (Magnitude), Cognos (Planning (Analyst and Contributor), ReportNet, PowerPlay), Oracle (eBusiness Suite – Financials, Procurement, HR), Hyperion (Planning, Reports, Analyser, Intelligence), Applix (TM1), Geac (MPC), BPCS (ERP).
Tertiary Education
• Master of Business Administration studies, The University of Adelaide
• Certified Practising Accountant (CPA), CPA Australia, all first time passes
• Graduate Diploma in Accounting (GDipAcc), The Flinders University of South Australia
• Bachelor of Science (BSc) degree in Biology, The Flinders University of South Australia

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