I specialise in the support of users of accounting software. Access Accounting Ltd provided me with the training usually reserved for dealer staff to help me start this business. I was already an experienced user and the training extended my skills. Before switching to Access Accounts I used Sage and am familiar with Line 100 and Line 50.

I also provide support to users of MIS Alea (now InforPM) which is a multi-dimensional reporting and budgeting tool.

In addition my broad business experience enables me to understand client’s problems and provide relevant and effective solutions which go beyond the technical to the day to day functioning of the accounts department and to the commercial realities which drive and constrain businesses.

Services offered include
•Supporting users in their migration to their new accounting system – dealing with ‘User will provide…’ side of the implementation process by preparing data, designing codes of account and providing support as they go live - assisting / training new users on site or by telephone. This reduces the workload on senior accounting staff and allows them to upgrade systems and still concentrate on business issues.
•Improving the effectiveness of installed systems – where users do not take the full benefit of facilities provided in the software.
•Building advanced reports in MS Excel taking figures direct from the accouts database, which users can customise and maintain using standard MS Excel techniques.
•Documenting the client’s procedures for the use of the software – step by step instructions, monthly check-lists, documentation of the audit trail, authorisation and control points, reconciliations, user crib-sheets
•Creating models and reports using MIS Alea software

Accounting achievements
•Integrated and centralised the accounting functions of the various businesses. Implemented a new accounting software package and reduced the number of reporting companies from eleven to one. Put in place a cost centre structure which reflected activities rather than historic acquisitions.
•Reduced debtors by 10 days
•Designed and implemented an intranet based purchase order system which ensured controls were met
•Instituted daily revenue reporting, weekly and monthly profit and cash forecasts.
•Improved the accuracy and level of detail in planning and reporting
•Ensured capital projects were fully appraised, authorised and monitored
•Provided financial due diligence on the sale of the business

Commercial achievements
•Negotiated contracts with Port Authorities for land and services
•Managed the charter and sale of vessels to and from other Ship Owners and Operators
•Responsible for the company’s marine and shore insurance programmes
•Produced strategic models to evaluate growth on new and existing routes
•Tightened up the standard terms of sale to improve the lien on debtor’s property and oversaw all legal relationships e.g., tenancies

IT Function achievements - chaired IT committe and oversaw project implementation
•Migrated the company’s operating system to a web based program running under Linux.
•Introduced cab-high booths for check-in and release. This involved re-engineering all the booking office procedures which improved customer service levels.
•Implemented a computerised ship-loading system which eliminated errors and short shipments
•Established a web site to give customers the status of their vehicles and transaction history, on-line booking, and secure release.

The business was sold in February 2006 to its largest competitor

The company was sold by Stena to HSBC in August 1997 and then resold in 1998 to Hutchinson Westports Ltd. Appointed as FD following the purchase by HSBC to establish tight controls on cash and costs.
•Set up the finance function from scratch. Implemented a new accounting and payroll package. Managed the transfer of the function from the previous owners to the new company
•Finalised the purchase price by negotiating and agreeing the completion accounts
•Set up the holding company and group accounts, management reporting and accounting, long-term forecasting, and daily cash controls and cash forecasts
•Reduced working capital to half the investment plan level by control of working capital
•As chairman of the Trustee Company, established a new pension scheme
•Provided financial disclosures for the due diligence pre-sale to Hutchison Westports Ltd
•Following the sale in May 1998 was appointed as Finance Executive, Hutchinson Westports Ltd (Turnover £175m, Staff 2800) and assisted in integrating the Harwich operation. Set up a new Treasury function to forecast and control cash in the existing subsidiaries and two new acquisitions. Left once the Harwich transaction was completed.

•Rationalised P&O’s Ferry business – disposed of the Hotel and Food Processing subsidiaries, explored acquisitions and joint ventures with other ship owners and ferry operators
•Represented the company in all legal matters, e.g. property leases, ship charters, joint ventures etc
•Introduced a new fast ferry on the Larne Cairnryan route in seven months. Justified the project financially, set up the charter agreements, and as the MD was recovering from heart surgery, arranged the offshore crew contracts and new shift patterns at the ports. The project was delivered on time and on budget.
•Implemented simplified contracts and pay structures for our UK crews giving cost savings of one third of the wage bill
•Managed the introduction of integrated IT systems for bookings, manifests, invoicing and accounting
•Increased the efficiency of our financial systems, which helped us to absorb the part of the work formerly done by Dover and at the same time to reduced staff numbers by 25%
P&O Non-Executive Directorships
•Represented P&O on the board of Maritime Cargo Processing PLC, a computer services company providing port customs and inventory systems
•Director of P&O European Ferries (Rotterdam) Ltd, which ran the Dutch terminal
•Seconded to the P&O Dover company in 1997 on a short-term contract to complete year-end reporting and to prepare the business for the planned merger with Stena’s short sea operation

Joined the company following its purchase by the US owned Seagram Group. After a brief spell as the Accountant at the UK logistics centre, was promoted to Group Management Accountant.

Responsibilities included
•Bringing accounting disciplines of the UK, Spanish and Portuguese operations up to date and into line with US practices
•Management of the UK computer and the setting up of management accounting systems in the overseas production centres
•Preparation of a study of the retail wine market in Europe - for Seagram Europe

•First appointed to the Internal Audit Section
•Cost Accountant in a manufacturing plant
•Financial Analyst in STC Components’ HQ
•Financial Controller of the Information Systems Division