Head Of Finance
Ashurst
Total years of experience :14 years, 1 Months
Responsible for ~£100m turnover multi site Morrisons account within Retail and Consumer Division. Integral part of Morrisons Senior Leadership Team (SLT) and R&C Finance SLT reporting into VP Operations and dotted line into Finance Director
Achievement: Led & succeeded in challenging pay award negotiations with the union representing ~800 staff - Resulted in unanimous agreement (~90% voted in favour)
Business Partnered with the VP operations, Operation Directors and the customer to highlight financial risks and opportunities to drive business performance
Turned around customer relationship by building credible multi site bottom up budgets and implementated OPEX reporting process on a weekly & monthly basis
Negotiated new business deals and carried out business case analysis using investment models and demonstrated the implication of CAPEX spend to the senior leaders
Implemented strong internal controls to ensure running of efficient finance functions
Leadership: Leading and developing a team of two Finance Managers and two Assistant Finance Managers. Group responsibility of 13 finance colleagues
Responsible for commercial finance activities for four key & complex fleet sales channels with the turnover of ~£800m (~70k vehicles). Partnering with Fleet Sales & Used Car Directors as key stakeholders with regular support to CFO and MD of GM UK
Achievement: Improved resell value of the cars by ~£500/unit by influencing the senior stakeholders to change the Rental and Remarketing Strategy - Resulted in improved profitability of ~£30m
Managed commercial contracts for top 20 UK fleet customers from finance perspective
Prepared and presented monthly results to the CFO, MD and other senior stakeholders which included detailed variance analysis, risks, opportunities and recommendations
Completed complex month end process of Operating Lease Accounting (OLA) with ~30k leased vehicle included explaining variances by P&L line for each OLA scenario
Budgeting, Forecasting and reporting of OLA and Used Car P&L
Managed used car inventory to optimise Working Capital and resell values of the cars
Leadership: Hired, coached and developed team of three; one Finance Manager and two Senior Finance Analysts
Responsible for Business Partnering with the Fleet Sales Director, National & Regional Sales Manager for three profitable sales channels with the turnover of ~£500m (~40k vehicles)
Achievement: Improved net sales & profitability by ~£14m (£340/ unit) by changing the focus from profitability to net sales as a key decision criteria - Recognised by CFO UK and CFO Europe
Contract management, pricing, financial evaluation and bench mark analysis of ~1, 500 active customers using financial models, Power BI and Salesforce CRM
Positively contributed and regularly made pricing decisions during customer deal negotiations to achieve financially viable result for the business
Monthly accounting, budgeting, forecasting and reporting of sales allowances of ~£1bn
Created a KPI Dashboard on Power BI by developing complex database - Resulted in making bench-marking process efficient and built credibility in the process
Leadership: Coached and developed two part qualified Finance Analyst
Worked in a high performing performance management team and business partnered with the Global Corporate’s (GC) MD to assist them improve financial and non-financial KPIs
Achievement: Successfully developed and implemented Client’s Return Dashboard with visuals, such as, client pyramid and heat maps by sector, industry & products - Resulted in developing client returns strategy and improved returns by ~12%
Developed an end to end process and MI to report on weekly sales and pipeline to allow leadership make tactical decisions and achieve the financial objectives of the BU
Built budgets and report results based on that to demonstrate areas of improvements
Developed MI to report on GC’s exposure due to Panama gate (offshore account case)
Developed and Implemented complex regional reporting for North American and Asia relationship directors and relationship managers
Leadership: Influenced and delivered through others with no direct authority
Worked as part of EMEA Leadership team with the responsibility of ~£200m P&L. Business Partnered with the EMEA GM and Territory Managers to help achieve financial objectives
Achievement: Designed a complex but efficient forecasting model to take into account multiple currencies, sources of product and lower level product type - Resulted in reduced process time from 1.5 to 0.5 days and improved forecast accuracy to ~90%
Won $20m business by providing meaningful and actionable financial analysis and supporting the territory manager with the negotiations
Led monthly reviews with the MD and LOB Controller explaining the movements in the forecast and mitigation plan along with the changes in market dynamics
Bench-marking, regional market pricing and account analysis to acquire new business and increase share of wallet with the customers
Leadership: Managed part qualified analyst & help them professionally develop
Responsible for consolidation of regional budgeting, forecasting and reporting submissions of the group. Preparing and presenting the results with the variance analysis to the MD, LOB controller and Regional GMs
Achievement: Successfully led a project of closing down Norway legal entity - included clearing the balance sheet, moving stock and dealing with complex multi jurisdiction tax implications with the help of Deloitte & internal accounting & tax teams
Led the submissions process of four high value entities Italy, Spain, Australia & Singapore which included reviewing financial, non financial KPIs and variance analysis
Responsible for revaluing balance sheets for seven foreign entities in accordance with US GAAP requirements
Forecasting Balance sheet to reduce FX exposure by carrying out balance sheet hedging
Increased accuracy of management account by carrying out deep-dive analysis into the profit in inventory analysis - resulted in improving the profitability of $1.2m
Responsible for assisting the Financial Controller close the UK entity, included, Posting high value complex journals, Balance sheet reconciliations & Compliance reporting (VAT & Intrastat)
Achievement: Initiated and led a compliance reporting Intrastat project and reduced time of reporting from 2 weeks to 2.5 days
Budgeting, Forecasting and reporting of IT and R&T functional overheads - £50m cost
Business Partnering with the renewable business MD to launch a new product
Carry out buy vs make analysis for machinery in the UK plant
Managed relationship with clients, checked their eligibility for secured and unsecured loans
Managed letter of credit process including seeking approval appropriate approvals