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Finance Director / Controller and Consultant

Finance Director / Controller and Consultant

Work Experience

INTERIM MANAGEMENT February 2001 to Present
Design, Develop and Implement two systems for an International Software Distribution and Entertainment Company (Turnover £80million) operating in 7 countries. The first system provides an automated forecast trading account, cash flow and balance sheet. The second provides a detailed multi-view analysis of actual sales. Both systems allow automated consolidation.
INTERIM MANAGEMENT September 1999 to November 2000
Manage the Set up phase of an I.T. Software Consulting and Development Company
Set up the UK subsidiary of a Swiss I.T. Consulting Group, which provides major systems to the banking and retail sectors in Europe and the USA, including e-commerce software.
INTERIM FINANCE DIRECTOR & COMPANY SECRETARY
Start up of the subsidiary from inception. Design and implementation of necessary financial and personnel policies and systems. Integration of the company with the other companies in the international Group. Design of product and marketing strategy. Liaise with all legal and financial bodies, advisors and investors.
Achievements include:
Set up all accounting, costing and reporting systems and ensured compliance with regulatory framework.
Set up budgeting and forecasting systems including business modelling.
Introduction of new personnel remuneration package including pension, insurance etc
Assessment of new products for introduction and negotiation of commercial terms related to them.
Assessment of target companies for take-over and liaison with lawyers etc re due diligence.
Negotiated Customer contracts for software delivery.
INTERIM MANAGEMENT APRIL TO JULY 1999
Project For Retailer with 34 Shops (Turnover £36 million)
Introduction of new computerised system for cash control and reconciliation at new centralised Payment Centre. Design of new control reports for branch and senior management use.

GALLAHER TOBACCO LIMITED 1986 to March 1999
Gallaher Tobacco Limited is market leader in the UK Tobacco market. It has 40% share of an £8 billion market. Its previous ownership by “American Brands” has given me exposure to U.S. GAAP.
Divisional Finance Director 1989 to 1999
Reporting directly to the Divisional Director, managing the total accounting function for Sales & Marketing Divisions including expense budgets of £170 million. Supplying a service to over 70 managers. This encompassed advising on policy and Sales and Marketing issues (e.g. pricing), development of Customer Relations strategies, design and direct implementation of major Mainframe computer systems, negotiation of major contracts (£20m plus) and liaison with auditors, Vat authorities & suppliers on behalf of the Divisions. Management of department of 12 with other staff reporting functionally.
ACHIEVEMENTS include;-
Promoted and developed Customer Profitability concept to provide new key performance measures. Gained M.D. approval for significant systems and educational programme.
Changed company pricing policy by design, development and control of computerised Strategic Promotional System (Spend £26m p.a.).Persuaded board to invest £800k in system to give control benefits and strategic advantage in CRM management.
Developed strategic policy for “in store” merchandising ahead of an Advertising ban.
Introduced new computerised reporting and ledger for improved control of £150m budget.
Managed launch of £24m Turnover Retail joint venture servicing 25000 consumers per week.
Managed set up of consumer response telesales operation.
Savings of several million pounds on Merchandising Equipment by value analysis and negotiation.
Accountant, Sales & Distribution 1986-1988
Responsibilities included the accounting control of Sales ledger (Turnover £2.5 billion), for stock of £800 million, plus financial management of the Distribution fleet and of 7 distribution warehouses.
ACHIEVEMENTS included;-
Development of Distribution branch re-organisation strategy (including 7 branch closures).
Evaluation of investments (e.g. £30m investment in Distribution.)
Directed priority based budget exercise saving £2.8 Million
Introduction of new fleet and warehouse efficiency measurements.

BOC GASES DIVISION (SOUTHERN REGION) 1978 - 1986
Regional Finance Manager 1980-1986
In charge of the complete finance function of a multi-site region with £50m turnover. Managed staff of 54 and as a member of the Regional Management team, evaluated new business opportunities in long term service contract environment
ACHIEVEMENTS included;-
Introduced Key driver measurement to achieve labour efficiencies and rapid cost reduction.
Introduced vehicle usage and efficiency targeting providing large productivity gains.
Regional Management Accountant 1978-1980
Responsible for Management Accounting , finance planning and systems development.
Managed Staff of 19 whilst introducing major new General ledger and costing package.
INITIAL SERVICES GROUP (PART OF B.E.T.) 1973-1978
Accountant, Transport Division 1974-1978
Monthly reporting on Division with 1300 vehicles and substantial revenue budget.
Managed Staff of 11 to develop broad range of accounting systems and cost saving projects.
Introduced fleet of electric trucks and new maintenance regime.
Projects Accountant 1973-1974
Financial assessment of all new products and services. Introduced “Dustmats” to UK.
KODAK LIMITED 1972-1973: Technical Assistant Accountant :- Costing of new film & paper
B.S.A COMPANY LIMITED: 1967-1972 Student Apprentice (undertaking degree )
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Education

PROFESSIONAL:
Chartered Institute of Management Accountants
Qualified 1973 Fellow 1985
DEGREE:B.A. Business Studies (Sandwich Course Degree)
Lanchester Polytechnic (Coventry University) 1967-1972

SCHOOL:King Edward VI Grammar School (Birmingham) 1960-1967
Four `A' Levels Eight `O' Levels


Skills

FINANCIAL
My financial skills include running complete financial accounting systems, international accounting and company acquisition including due diligence, but also include substantial operational accounting experience providing information to improve decision making in high volume blue chip organisations. I also possess substantial experience in investment appraisal and DCF techniques, budgetary control, forecasting, standard costing, batch, process and ABC costing, variance analysis, information reporting and strategic planning. I have managed complex tax and VAT issues. All my career has involved providing a financial service in a multi-site environment.
MANUFACTURING
A wide knowledge of manufacturing includes engineering (batch production), film (flow-line and process production), gases (process and contract costing) and tobacco (high volume ABC methods) has been applied to obtain cost reductions through value analysis and labour utilisation improvements. Studies of production costs at BOC led to new flexible manning schedules whilst at Gallaher, my introduction of ABC techniques and Customer profitability systems improved product margins.
SYSTEMS & APPLICATIONS DEVELOPMENT
I have initiated, designed, championed and implemented a number of commercial and financial applications including 3 General Ledgers, Computerised Cash Selling for 250 salesmen, Vehicle Scheduling, Efficiency Measurement and a Customer Profitability model.
Hardware and software exposure includes:
CODA, SUNSYSTEMS, SAGE General ledgers, Imbucon Purchasing, various bespoke mainframe systems using DEC & UNIX with PRO4 and ORACLE and SQL based object oriented Web systems. I also utilise Microsoft Office Suite including Excel and ACCESS to “Expert User” standard.
NEGOTIATION & PURCHASING
I have had direct responsibility for Purchasing at both Impaq and Gallaher. At the latter, I regularly negotiated supplier contracts exceeding £50million per annum.
I have negotiated major contracts with both suppliers and customers. By combining conventional negotiating techniques with management accounting skills such as Activity Based Costing, Value Analysis and Epos data system analysis, I have saved previous employers several million pounds.
I have also taken a lead role in acquisition and strategic partnership negotiations.
These skills have also been used to good effect with various regulatory bodies such as Customs & Excise.
CONSUMER AND MARKETING MEASUREMENTS
With direct financial responsibility for one of the largest Marketing budgets in the FMCG sector of the UK (£170 million), I have had the opportunity to not only introduce a new accounting system to control expenditure, but also to develop measures of efficiency and competitiveness. This has included market segmentation, consumer promotions, advertising, Direct Mail and Point of Sale placement as well as such techniques as EPOS analysis, Customer Profitability, merchandising assessment and other category management methods
RETAIL
I led the team that set up the GRATIS consumer reward scheme for Benson & Hedges. This involved developing a retail operation whereby gifts are collected from 150 nation-wide outlets, or by post, by some 25000 applicants per week.. The project required negotiation with suppliers, the costing, production and distribution of a Consumer Rewards booklet from which gifts could be chosen, the implementation of a consumer response centre and postal handling house and the design and implementation of all financial and operational controls. The scheme, with an annual running cost of £24m, was successfully launched in 8 months
LOGISTICS
From being Transport Accountant with Initial Services through to vehicle efficiency measurement and scheduling with BOC and warehouse/fleet operation with Gallaher, I have experienced and helped develop a wide range of Logistics techniques and measurements. I have driven changes in Vehicle utilisation, capacity utilisation, warehouse throughput and stock management.
PROJECT MEASUREMENT
The success of Impaq as a software developer and installer is substantially dependant on the ability to manage the time of its developers and consultants in the development and installation of software and each project needs tight controls and constant monitoring through the systems I developed. Similarly, the Gallaher marketing expenditure consisted of an average of 250 concurrent projects, which required tight control of all the services associated with them. The ERP system I designed and installed allowed control of the £175million p.a. spend at every level and allowed early fund and resource planning. At BOC, each major sale was in effect a project for which a tender was drawn up and ongoing efficiency of execution measured.


Languages

French and German

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