Financial leadership and management
Member, Turnaround Management
Association
Member, CPA Australia
Key Achievements
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Successful value-adding interventions for under-performing, start-up and high growth businesses:
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Business and financial direction set and confirmed resulting in successful integration, rescue, recovery and high growth transitions
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Corporate performance, cash, working capital and profitability assured
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Critical key controls and data cleansing workouts enabled quality decision making
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Collective planning processes ensured stakeholder buy-in, enhanced cultural change, meeting tight deadlines
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Achievement of targeted funding and bond rating requirements (millions to billions pounds)
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Proven robust business cases for large-scale (multi-million pound) acquisitions and projects
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Leadership of business critical metrics solutions (design, creation and implementation) resulting in clarity, business insight and the way forward in high growth and uncertain situations
Capabilities
At crisis, high growth and other transition interventions
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Three phase approach: assessment and diagnosis, performance stabilisation, corporate reorganisation and growth
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Prudent financial management with focus on cash flow, productivity and profit improvement
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Collective, consensus driven, business and financial direction setting ensuring stakeholder buy-in
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Fast strategic risks and issues assessments using TPC's COST Analysis methodology
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Cost and revenue driver scoping, analysis and solutions
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Process, system and key controls workouts and solutions
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Data cleansing and reporting improvements to ensure quality reporting and decision making
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Recovery, growth planning and execution
Team leadership
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Team re-alignment, motivation of disaffected teams, refocusing, target setting
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Coaching and mentoring, new ways of thinking with high standards and expectations
Performance metrics and reporting
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Leadership of metrics (KPI) solution design, implementation and close daily management
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Business performance appraisals
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See also the integrated Technology and Delivery services
Organisational profiling
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Business and financial profiling for internal and intermediary representations (e.g. VCs, Investment Banks)
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Leadership of critical business planning and forecasting
Investment business cases and funding needs
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Business cases and feasibility studies
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Influential representations to and negotiations with The City including cost effective financing for major corporate transactions
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Mergers and Acquisitions analysis, outsourcing initiatives
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Bond ratings processes, corporate finance raising, banking due diligence reporting, regulatory reporting
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Specialist tender (RFI, RFT) and capex analysis, using rigorous TPC methodology
Reference Client Assignments (a selection)
Please note: there are usually two or more services used at each assignment, the paragraphs below show only the aspects of each client assignment relevant to each service
easyJet
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Business critical corporate performance management, business planning with high growth projections, £100+m turnover, rigorous feasibility study and integration of TEA Basel AG Swiss airline acquisition, £15m
Tyco Healthcare
Rapid assimilation of a turn-around crisis, help return the plant to a going concern, initial focus on inherited ‘dirty’ manufacturing database, revised the main-stream product structures enabling creation of a new budget from clean data, permitted product line decisions to continue / discontinue production, quickly established new stock taking controls and a new process to accurately value WIP, Capital Expenditure Requests took the recovered plant into capacity expansion with Lean Manufacturing
Walker Australia
Helped to achieve a company turn-around from a $7 million loss to break even in 18 months, focused on performance analysis, crucial to the turn-around, and very hands-on approach
Esselte
Assisted Board level officers to determine global financial projections for Regional, Country and Programme IT operating and capital expenditures, CEO, CIO and CFO review of the forecast helped confirm the current position, and the way forward for the global IT community.
NCSL
Facilitated cultural change through collective planning and budgeting processes, aligned corporate and operational plans, programme and project requirements to funding constraints and Balanced Scorecard, principal aim was maximum value for money from DfES funding, identifying strategic cost driver and commercial initiatives
Libra Holidays
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Built from scratch a two year top-down budget with the senior management team not used to responsibility Accounting and good relations with Finance staff, modeled key assumptions and key performance indicators, introduced Margins Analysis which showed a sound platform for future growth with economic recovery
Compass Group
Achieved targeted Baa1 from Moody’s and BBB+ from Standard and Poor’s
TwiningsOvo
Negotiated license, training, consultancy, maintenance, hardware and associated costs with savings of ~£1.5m on initial RFP offerings
Normandy Poseidon Group
Business case for a 1,500 km gas pipeline which led to a Joint Venture Agreement between Australia’s largest mining blue chip companies BHP, WMC Resources and Normandy Poseidon
Forsell & Littleton Spinning Group
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Implementation of month-end procedures and management reporting (new to the group as previously relied on annual accounts) to determine monthly profitability and cash flow areas for substantial improvement, emphasis on functional role changes to key staff and key controls including control of very comprehensive and hugely over-stocked inventory
International Water (UK) Ltd
Project review leading to cost recoveries of £1.5m on Scottish and the Philippines projects
Total Pipeline Solutions
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Re-vamped the neglected accounting function for the Clean Water Services Business Unit, significantly improved monthly reporting (using own Month End planning process) with effective controls and metrics analysis, introduced Accounting procedures to bring discipline and accountability to the management team (made up of strong individual characters)