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Ref - CFO/Finance Director – Ref 1946

CFO/Finance Director

An immediately available Finance Director/CFO, BSc (Hons) FCCA MBA LLM. A versatile executive with a proven track record of successfully implementing change and delivering results in a standalone business unit or within a complex international group and accustomed to liaising with varying types of shareholders from private investor, government, plc and venture capitalist. Tenacity to get the job done, innovating to overcome challenges, being able to embrace different cultures and be accepted by local communities is reflected in a wide ranging 17 year international career.

Transformed the commercial finance function by:
– releasing and recruiting team members, introducing fresh graduates to balance skill sets and cost base and mentoring and empowering the team.
– overcoming the challenges associated with poor data and multiple legacy systems, by introducing a more structured approach to the creation of management information e.g. clear definitions and single automated data source for KPI reporting with the emphasis on user “self serve”, leading to improved quality of information and a reduced reporting period (from working day 7 to working day 3).
– improving the mechanics for budgeting and reforecasting, with scenario/sensitivity analysis and focus on managing risks and opportunities, reducing the data collection time and increasing the analysis and review time.
Applied operational experience to support the Managing Director in strategic decision making, particularly with a £100m network investment program, “bid” or “no bid” decisions, increasing year on year EBITDA by 6% and reducing operating costs by 6% through numerous business transformation projects, and being the lead in the creation of a dynamic 5 year plan to support c£400m debt refinancing which was used by external advisors.
Developed the investment case approval process for capital expenditure, the outsourcing of functions, exit/disposal of lines of business, creation of value added services, focusing on a standard format and a “lessons learnt” approach.
Enhanced pricing models e.g. focusing on customer acquisition costs, customer lifetime value and overall product profitability analysis, for the dynamic B2B and B2C communication sector which, despite numerous changes in customer buying patterns following technological advances and the entry of new competitors, grew 14% by turnover.
Successfully built relationships and developed the commercial acumen within the leadership team, drawing attention to the challenges in achieving financial goals and proactively laying out plans to identify and manage risks and opportunities. Used the finance business partnering function to focus on the drivers behind profit and cash flow, particularly working capital with the focus on shareholder expectation and actions needed to manage banking covenants.

Developed costing and reporting models, including the introduction of KPIs to prioritise actions in improving business performance and exception reporting of the profitability of individual daily orders
Negotiated with key business partners including international commodity suppliers, haulage contractors and property landlords
Introduced methodical reviews of contractual matters – adhoc contracts/leases and standard trading terms & conditions
Revamped the treasury function with focus on minimising risk from potential foreign currency movements and managing cash flow within funding facilities
Successfully challenged senior leaders to manage business risk and protect long-term profitability
Set-up systems and trained colleagues in preparation for complexities of post BREXIT trading in the EU
Revitalised Financial and Operational reporting including the introduction of KPIs to measure and drive business performance, with outputs setting the standards for other group companies to follow

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