Review of the head office organisation following the divestment of a division.
- Performed a benchmarking exercise with similar FTSE listed organisations on the shape & structure of the head office
- Interviewed the heads of each department to identify issues and opportunities for change
- Proposed the way forward for the headquarters re strategic direction, size and shape including detailed plans for each function

• Wide reaching role to establish processes and procedures for Inventory and Fixed Assets on this £4 billion MOD account
• Creation of cross functional working group to define and implement the asset management process from initial order to ultimate billing
• Facilitation of workshops on the end to end process
• Definition of roles & responsibilities to ensure a well controlled process in steady state
• Advised the Finance department on how to ensure timely and accurate reporting of the Fixed Asset and Inventory balance

• Project and Change Management role reporting to the Financial Controller for the UK & Ireland
• Developed, planned and project managed the 9 month Procure to Pay programme, delivering the implementation of process improvement and business change across all Healthcare and Business Services departments
• Managed the successful integration of the finance activities of the £50m Roche business into Bayer Consumer Care
• Active member of the Finance & Controlling strategy group which identified the medium and long term challenges facing the function & their solutions

• Interim assignment reporting to the Director of HR Shared Services
• Sole finance representative on a £20m programme to integrate the HR functions of Thames Water, Innogy and npower into a Shared Services model
• Preparation of the high level and detailed business case
• Design and implementation of costs and benefits tracking model
• Responsibility for achievement of cost and benefit targets
• Management of the relationship between the programme and the finance community in the 3 businesses
• Challenge and review of outputs of the HR Strategy Group, made up of senior HR professionals from across the businesses, and of the programme team

• Project management and implementation of an assignment to enable improved understanding and control of shrinkage in the business. Immediate £0.5m benefit
• Management of finalising insurance claims in excess of £0.5m including liaison with external insurers and loss adjusters.
• Preparation of Business interruption claims and final agreement of settlement. £3m recovered
• Year-end work, including preparation of tax pack, supplementary information and a balance sheet review

• Project manager role implementing financial control across the UK Retail business. Required influencing skills at a very senior level.
• Planning and facilitation of workshops to develop the “blue sky” vision for Finance
• Management responsibility for one qualified ACA and two CIMA graduates
• Statutory reporting for DSG Retail Limited including co-ordination and control of year end procedures
• Provision of advice to non financial personnel on the impact of changes to accounting legislation

Retail Accounting Manager (May 2000 to Feb 2001)

Main Client Portfolio
• Royal Dutch Shell Group: Global Oil Major
• Young and Rubicam: Multinational Advertising Agency
• Jim Henson: Special Effects Company