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Interim manager

Work Experience

WORK EXPERIENCE

NOVEMBER 2002 – JANUARY 2006 DailyCom B.V.

DailyCom is a fixed wire service which commenced operations in October 2002. Its target market is residential consumers and SME’s to which it delivers carrier pre select and 06760 internet access. The company has a customer base of over 25,000 and has aggressive growth plans for the future. The infrastructure for this company has been firmly established and it is trading profitably.

Presentation of business results to management on a monthly basis and to the Financiers on a quarterly basis. Detailed variance analysis is to accompany the reporting pack giving insight into the company’s performance. If the business is not meeting its targets, action plans outlining key milestones are to be presented which will clearly demonstrate how the performance gap will be closed.

Construction of detailed business projections. Presentation of projections to various financial institutions to obtain funding to meet initial working capital requirements. Succeeded in obtaining funding of 1.5 million Euros from the Rabo Bank.

To prepare in conjunction with other entities, business cases for Joint Ventures and other business constructions. Resulted in establishment of Freetel which is part of the Free Record Group

Successful selection and implementation of a cost effective and efficient billing platform within a short time frame.

Selection and implementation of a financial package which will drive the financial and statistical reporting performance of the company.

Overseeing the implementation of a collections system and implementation of fraud controls.

Successful implementation of a Call Data Record reconciliation system. This is vital to ensure that margins are not squeezed because of incorrectly transported call data records, which, results in revenue leakage.

Management of 8 staff covering finance, billing and collections

The consulting assignments with UPC and chello detailed below were completed whilst I was employed by DailyCom.


JUNE 2004 – NOVEMBER 2004 & FEBRUARY 2005 – JULY 2005 UPC – Consultant
UPC is a leading international provider of video, voice, and broadband Internet services with operations in 15 countries. It is a subsidiary of Liberty Media.

Validated the finance assumptions which underpinned the business cases / assumptions for the deployment of WI-Max, PCUBE, and Broadband over Power-line in Central and Eastern Europe.

Completed an economic analysis to assist in the selection of a DSLAM which is to be used for deploying ADSL in the Netherlands.

Co development of business plans with the UPC Technology team for product enhancements, speed increases and implementation of upgraded platforms. This entailed validating costing calculations with emphasis on equipment scaling (given forecasted subscribers and product specs) and obtaining supporting quotations from vendors via procurement.

Reconciliation of UPC Technology capex budget to consolidated Divisional Budget.


MAY 2003 - SEPTEMBER 2003 Chello Broadband – Consultant
Chello Broadband is a subsidiary of UPC and is responsible for the provision of internet access across UPC Technology’s cable network.

Given the recent rapid growth of ADSL chello became interested in offering ADSL outside of their cable footprint. The assignment was to construct a fully costed re-seller business case to access the viability of launching what is inherently a competitive and low margin product. This entailed a comprehensive study of ADSL and Cable product offerings to determine the appropriate retail entry price points and medium term pricing strategy. A detailed end to end cost model was constructed to drive the decision process.


DECEMBER 2002 - JANUARY 2003 Scarlet B.V / First Dutch Capital / KPN Belgium

KPN Belgium and Planet Internet were 100% owned subsidiaries of KPN Netherlands. KPN Belgium was a fully-fledged telecommunications provider offering voice, data, network and internet services to corporate clients. Planet Internet Belgium provided dial up internet and ADSL to the residential and SME markets. As part of KPN’s restructuring program they were to be divested, as they were both making substantial structural losses.

I acted as a consultant via First Dutch to the Scarlet B.V board. The assignment was to develop detailed business plans, with management, which would reflect what the profitability of the combined entities could be. It was also necessary to build a roadmap to demonstrate what steps would be needed to achieve profitability.

That roadmap consisted of headcount reduction, closure of business premises, renegotiation of contracts, cessation of loss making / non-strategic products, re-pricing and repositioning products, identification of cross selling opportunities and a comprehensive review of all capital expenditure and investment programs.

On the strength of presentations made to the Scarlet Board and venture capitalists the purchase of KPN Belgium and Planet Internet was approved and the transactions were completed.


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NOVEMBER 1999 – NOVEMBER 2002 Scarlet B.V. / One.Tel.Nederland

One.Tel / Scarlet are a Fixed Wire Service provider operating in the Benelux. The company employs over 200 people, has a customer base of over 600,000 (of which 450,000 returning clients) and has aggressive growth plans for the future. Current sales are approximately Euro 100 million with a margin between 35% and 40%. The company plans to fulfil its mobile strategy by becoming a Mobile Virtual Network Operator within the next twelve months.

Chief Financial Officer

Highlights

Commenced with only 30 employees and 30,000 customers and as part of the management team turned the business in less than two years into one of the leading alternative Telco’s in the Netherlands with a strong A-brand in the consumer market selling only Fixed Wire Telephony and Internet Access.

Oversaw introduction of Carrier Pre Select product in the Netherlands.

Implementation and design of Revenue assurance controls to stop revenue leakage.

Responsible for co-coordinating the sale of One.Tel .BV to Scarlet BV in August 2000 after the financial collapse of the Australian parent company.

Granted a position on the Operations Board and appointed CFO of the combined group.

Provided financial and strategic direction in turning the newly combined company from EBITDA negative to net profit positive through the realization of sustainable cost reduction initiatives.

Implementation and Construction of Consolidated Statutory Accounts using the IFRS standards for the newly combined entities. (8 entities).

Responsible for production, analysis and presentation of monthly consolidated financial statements and statistics with commentary on key trends and variances.

Oversaw the successful merger of Scarlet and One.Tel with an emphasis on reporting, billing and collections. Provided strong leadership in building a new motivated financial team of 25 FTE’s whilst contending with redundancies and relocations.

Played lead role in construction of the consolidated annual budget and quarterly forecasts for presentation to board and venture capitalists. Ensured stakeholder buy in and approval at each step.





JANUARY 1999 - MARCH 1999 WHSMITH PLC

Financial Controller (Interim Role)
With WHSmith corporate headquarters.

Duties:

• Consolidation of Group results
• Monthly forecasting of financial year business results
• Monthly reporting of financial results and statistics with commentary.
• Procedural improvements

MARCH 1998 - DECEMBER 1998 FINANCIAL TIMES ELECTRONIC PUBLISHING LTD

BMC has revenue of £7.3m and expenses of £6.1m; it operates in two primary markets - overnight press cuttings and broadcast monitoring. BRC has revenue of £1.2m and expenses of £0.9m and is one of the leading information broking firms in the UK.

Financial Controller
of Broadcast Monitoring & Business Research Centre.

Duties:

• Daily, weekly and monthly management reporting.
• Preparation of quarterly reforecast for submission to Pearson\'s
• Preparation and submission of monthly payroll
• Establishment of cost centre structure to facilitate profitability analysis by product.
• Development of responsibility of cost accountability to line management.
• Implementation of key performance indicators.
• Development of a revenue-forecasting model.
• Involvement in due diligence for sale of BMC.
• Upgrade of the accounts receivable package.
• Supervision of 7 finance staff.


AUGUST 1990 – DECEMBER 1997 NRMA (NATIONAL ROADS & MOTORISTS ASSOCIATION)

The NRMA Insurance Ltd is the largest general insurer on the eastern seaboard of Australia providing long and short tail insurance. It writes well over a billion dollars in premiums annually. The NRMA is Australia’s leading roadside assistance group and provides car, motoring and travel information, and maps.


OCTOBER 1996 - DECEMBER 1997 NRMA LTD

Road Service, Vehicle Inspections and Helpline Accountant

Road Service attended over 2 million emergency roadside assistance calls in 1996/1997. These three divisions have combined expenses of $90 million and revenues of $13 million.

Duties:

• Production of annual divisional budgets (56 cost centres containing 750 staff with 5 different salary awards)
• Staff management, career development and salary reviews for a team of two assistant accountants and two Accounts payable staff
• Completion of financial reporting requirements for statutory accounts as per timetable
• Monthly reporting on financial and statistical product performance.
• Designing and presenting budget templates
• Implementation and testing of SAP logic for Budgeting module
• Allocation of overheads to products and product pricing.
• Cost per job and cost per tow calculations
• Recommendation and implementation of operational procedural changes.







MARCH 1994 - OCTOBER 1996 NRMA INSURANCE LTD HEAD OFFICE, SYDNEY

Statutory Reporting and Technical Research Accountant

Duties:

• Insurance ltd cash flow for monthly, half yearly and annual accounts purposes.
• Insurance group ltd consolidated cash flow. - 16 Entities and NRMA Ltd consolidated cash flow. - 14 Entities
• Development and implementation of monthly cash flow for Insurance Ltd and the Insurance group.
• Proof reading of subsidiary and parent statutory accounts.
• Discounting of recovery files from external solicitors, About Tout.
• Calculation of premium receivable and Deferred acquisition cost
• Deferral of levies and charges and Form eight of the Insurance Act Return.
• Claims development table
• Financial statement analysis for tender of company cafeteria and tender for printing and stationery contract.


DECEMBER 1992 - MARCH 1994 NRMA LTD HEAD OFFICE, SYDNEY

Assistant Projects Accountant
Implementation of Activity Based Management in Transport Services, Mail Room and Courier Departments and Road Service Headquarters

Road Service Headquarters:
From a cost baseline of $47 million a dictionary of 158 activities has been defined and all the activities have been costed. 13 products were identified and costed. These results enabled management to have more effective and efficient control over their business operations and identify areas where sustainable savings could be achieved

Transport Courier Mail:
From a cost baseline of $1.7 million, cost reduction opportunities (including service and activity costs) of $500,000 were identified.

Re-engineering the finance and accounting department within the framework of International Best Practice:
The fundamental rethinking and redesign of business processes to achieve improvements in critical success factors. This resulted in the identification of 1120 hours per month of non-value adding activities within the Operations area, which could be eliminated. Project plans were established to eliminate those activities and they were fully implemented by May 1994.



APRIL 1992 - DECEMBER 1992 NRMA LTD HEAD OFFICE, SYDNEY

Open Road Accountant
The Open Road is a subsidiary company of NRMA Ltd. With an annual budget of $10 million, it produces 6 issues of the Open Road Magazine on a bi-monthly basis each year.

Duties:

• Preparation of a monthly income and revenue statement, balance sheet and cash flow statement. Bi-monthly the financial statements were presented to the Board.
• Preparation of the half year profit and loss statement, balance sheet and cash flow statement and supporting schedules.
• Preparation of the annual budget, preparation of the year-end tax return, Sundry expense analysis, Posting of accounts to the general ledger and preparation of trial balance, Payment of all Open Road creditor invoices, Banking of cash receipts, Reconciliation of bank account and current account.

Education

PROFESSIONAL QUALIFICATIONS: Chartered Accountant - April 1997 (First time passes)

EDUCATION: 1997: Master of Commerce (Professional Accounting)
Macquarie University, Sydney

Incorporating the Institute of Chartered Accountants Professional Year Program (CA)

1993: Graduate Conversion Course in Accounting
University of Technology, Sydney

1989: Bachelor of Arts (Double Major in Economics)
Queensland University

Languages

English

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