عبد الله مالك

Act as a trusted advisor to the CTO, CIAO, and Director of Racing, partnering closely with Technical, Technology, and Race
leadership teams to support strategic decision-making and commercial performance; embedded within leadership structures
to influence investment, innovation, and delivery.
• Improved reforecasting accuracy by 15% through integrated monthly reviews and tighter stakeholder alignment.
• Own investment appraisal and business cases, maintaining a 100% approval rate by challenging assumptions early, building
robust cases, and clearly demonstrating value.
• Led the budget process with clear ownership, defined RACI, and cost optimisation, ensuring all assumptions were challenged
and enabling effective performance tracking against a solid baseline.
• Financial cost cap SME, driving compliance while identifying optimisation opportunities that enabled greater investment in
on-track performance.
• Lead a team of qualified Finance Business Partners, Analysts, and Placement Students, with a strong focus on upskilling, career
development, and talent retention.
• Advisor to the CFO, driving improvements in fixed asset capitalisation, inventory, accruals, and balance sheet controls while
embedding a culture of strong governance and process discipline.

Ownership of the Commercial Finance, FP&A, and Reporting function for a multi-site global organisation, reporting to the
Global Controller, with a dotted line to the MD and Senior VP of Sales.
• Worked with the Senior VP of Sales for EMEA & APAC to develop a new commercial bonus scheme, focused on driving new
customers, increased incentive of delivering high margin services, the result has been a 50% increase of new customer growth
from 6% to 9%.
• Partnered with regional sales directors to align pricing and volume strategies for key accounts, driving targeted growth and
pricing improvements. All regions exceeded targets despite macroeconomic challenges.
• Expanded Steris Lab offering with the Labs MD, adding new revenue streams at low cost and boosting service levels by ~20%,
leading to more long-term contracts.
• Managing and developing a high performing team of senior business analysts that provide finance business partnership to
local commercial and operational teams, moving the focus to future performance and margin improvements,
• Developed the Capital Expenditure process of spending £250m a year, including monthly forecasting and rolling budgeting
process that provides increased clarity to the senior leadership team. Enhanced the KPI and Dashboard reporting, including
greater visibility of live data, customer segmentation and growth opportunity.
• Created a robust sales and revenue reporting and forecasting tool which has allowed for bottom-up sales budgeting and
clearer variance analysis, this has allowed the entire commercial function to focus on opportunities sooner and address risks
as they arise.
• Built live cost models for individual facilities that has allowed for operational flexibility and provided a greater understanding
of variable costs, marginal pricing and as a result site utilisiation has increased by 5% to a record level with overall margin
increasing for the business unit.

Lead finance partner to C-suite, supporting strategic decision making and investor relations, and established robust and relevant
KPI’s and dashboards for board and investor meetings, which has allowed for targeted revenue and margin improvements.
• Closely partnered marketing and commercial to drive an effective plan and reduce customer acquisition cost. Challenged the
CMO on organic and paid marketing strategy, incorporated analytics, and customer value models to justify a more dynamic spend
which allowed us to double spend to £8million/year while tripling reach and quadrupling conversion.
• Co-created an investor deck and developed lifetime value models and forecasts that determine the long-term value proposition
for individual business units which resulted in a £200m acquisition from a market leading PLC.
• Created an in-depth model of the cost to serve throughout the customer journey to help inform costings and margins and have
been the lead finance partner on large scale white labelling for major manufacturers online lease journey.
• Successfully partnered Marketing and Insurance to launch a free Insurance product, Challenged and collaborated with the pricing
team to develop a dynamic pricing strategy and worked with product development to streamline ancillary product pipeline and
remove barriers for customers, the result was over 1, 000 insurance renewal opportunities and a 10% increase to the CLTV.
• Developed robust financial models for forecasting, budgeting, and business cases across high-value marketing campaigns,
insurance and service products; introduced structured cost centre reviews to enhance financial communication and performance
tracking; and partnered with the Business Change team to implement a review framework assessing CAPEX, P&L impact, and ROI
for strategic projects.
• Directly partnered the CCO in major lender rebate negotiations and introduced rebate modelling and business case to deliver a
successful uplift of 100% in rebates which equates to over £1m in additional revenue per year.

• Business partner to commercial and marketing teams across £100m revenue portfolio. Working with Marketing and
Commercial Directors to launch new Branded Premium products.
• Successfully turned around multiple customer contract terminations by offering exclusive access to premium brands to
supplement their white label product line, the result was a highly competitive lineup along with a higher proportion of high
margin products.
• Provide variance analysis and commentary at period-end reporting, specifically around key commercial KPI's such as average
weekly volume, Net Sales per unit and Profit after raw materials and Gross contribution.
• Actively challenge the customer account teams through detailed understanding of individual P&Ls, enhanced bottom-up
forecasting and PLC level profitability reporting.
• Providing financial evaluation on pricing new product development & promotions, working closely with the sales and marketing
teams to ensure strong launch, and highlighting any potential risks before launch.

Producing analysis of monthly, quarterly, and annual financial results including commentary and forecasting macro and micro
indicators affecting the performance of the business.
• Delivered process improvements and cost tracking models, halving month end timelines.
• Meeting key stakeholders such as fund managers, finance directors and head of group finance presenting key financial
information, discussing budgeting, and dealing with ad hoc queries.
• Taking ownership of the company trainee scheme which included managing the recruitment process, mentoring a finance
trainee, and managing them as a direct report for their entire time on the 12-month trainee scheme.

• Led audit engagements across PE, asset management and real estate clients.
• Testing and performing recalculations of management fees, investment valuations, expenses, and interest income.
• Evaluated financial controls and investment models, liaising directly with CFOs and directors.