Qualifications and Education :

            Chartered Accountancy - ACA (first time passes throughout)

            IIi Honours Degree in Engineering, Economics, and Management      Oct. 85 -June 89

                                 - <placenamew:ston>Oxford <placetypew:ston>University Scholar, <placew:ston><placenamew:ston>Hertford <placetypew:ston>College

            <placenamew:ston>Radley <placetypew:ston>College, <placew:ston><cityw:ston>Oxford    - 4 A levels (3 A's, 1 B)                                     Sept. 79-Dec. 84

Summary of Positions Held

Mint Design is a fashion jewellery business that was the result of a management buyout of the retail chain East in Feb 08. It is a wholesale business with aspirations to develop the brand into the consumer awareness and establish a chain of shops. On a part-time basis, for one day a week until May 2010, this additional senior position has given me exposure to the fashion industry. With only limited time to spend with the company, I have added significant value in a short space of time.

Key achievements:

·         Implementation of a new Microsoft Dynamics computer system and migration from legacy systems

·         Implementation of Microsoft Retail Management System for store EPOS and HQ management.

·         Preparation of complex budget scenarios and liaison with bank with regard to monthly reporting and facilities.

·         Management of cashflow and liaison with vendors at tight cashflow periods.

·         Monthly reporting packs and implementation of many spreadsheet reporting tools hooked into live systems data to streamline business operations.

·         Management of a refinancing round with existing shareholders.

·         Establishment of currency forward buying arrangements with bank and Travelex

Coburg Group is an AIM listed company whose principal activity is the roasting coffee and wholesale distribution of coffees to major national chains, such as Caffe Nero, and independents across the UK. Initially joining as Finance Director, I was MD from May 05 to Sep 09. I implemented a major change programme throughout the group, simplifying its subsidiary structures, its brand and product portfolios and improving its reputation in the market as a roaster of fine coffees. Over the same period, I brought the Group back to profitability and it is now poised for further profitable growth and expansion. Within this, I successfully masterminded  an exit transition from our relationship with Caffe Nero which having represented a major part of production was a critical achievement for the business.

Key achievements:

·         Sales growth from £2.8m to £4m; Net profit recovery from £400k p.a. losses back to profitability.

·         Active involvement in sales development and successful negotiation and closure of a number of major client deals

·         Cashflow management

·         Implementation of new SAP Business One ERP system

·         Established a modern and positive relationship with the Group’s largest client, Caffe Nero

·         Acquisition and integration of Aroma Coffee

·         Consolidation of various Group subsidiaries

·         Negotiation and acquisition of minority shareholding in a key subsidiary

I remain a non-exec director of Coburg Group plc.

The Foundation is a customer-centric strategy consultancy where I worked for one year as a senior consultant.

Key achievements:

·         Senior member of team on project with Skoda <country-regionw:ston>UK, constructing a plan of action to increase their <country-regionw:ston><placew:ston>UK market share to 3%

·         Project Leader with Marks and Spencer Money during implementation phase to improve customer focus.

·         Design and Implementation of an interim projects and business reporting system

·         Redesign and implementation of internal consultants “toolkit”.

Prism Corporate Development develops food brands for the <country-regionw:ston>UK and <placew:ston>Eire markets through its Claremont Foods division and also “incubates” client brands, typically taking full management responsibility for planning and delivery of projects. As Commercial Director, my role was very broad, and entailed supporting the other key members of Prism extensively on their accounts while also taking the lead on my own accounts.  The skills of individual Prism members are called upon as necessary project leaders to optimize the overall value.

Key achievements:

·         Strategy development and execution for an organic tea brand

·         UK Market entry strategy and execution for an Australian food brand

·         Wide-ranging support role to launch of Fruit Hits cereal bars

·         Establishment of office infrastructure, including systems.

on board info was the leading internet infrastructure company specializing in the transfer of content from the internet directly into local applications on the user’s PC. While its technology was architected to be used in many ways, initially it focused on the transfer of content directly into users’ existing electronic calendars and was branded “Infuzer”. Having been recruited as Chief Financial Officer, I was asked to become Chief Operating Officer six months after joining to allow the CEO to focus more on sales. Key achievements include:

·         Securing two funding rounds with venture capital partners.

·         Restructuring of the business on two occasions.

·         Primary commercial contact with Microsoft during involvement of the company in Web Services space.

·         Establishment of US subsidiary.

·         Complete redesign of internal accounting and reporting framework.

In early June 2002, the technology was successfully sold to Trondent Development Corporation and is still in use as part of their core travel industry solution.

Admiral plc was a leading UK Computer Services company prior to its acquisition by CMG plc. Alongside its software development activities, it provided consulting services through its fully owned subsidiary Admiral Management Services (AMS). I was appointed as the first Finance Director of Admiral Management Services Ltd. AMS operated in all Public and Private market sectors and had around 600 employees. It operated principally in the <country-regionw:ston>UK but also in <country-regionw:ston>Denmark, <country-regionw:ston>Australia, <country-regionw:ston>Belgium, and <placew:ston><country-regionw:ston>Ireland. In 1999, the business generated turnover of £55m at a 16% profit before tax margin. During 1999 the business grew by 18% year on year.

Key achievements at Admiral include:

·         Establishment of the new role of the Finance Director.

·         Took on responsibility of Operations from May 1999.

·         Worked with Managing Director to architect and cost new blueprint for business operation and developed reporting capabilities to drive matrix reporting in line with the plans.

·         Introduction of a new client-focused budgeting process.

McVities <country-regionw:ston>UK is the market leader in the <placew:ston><country-regionw:ston>UK biscuit market for both brand and own label. It is the largest and most profitable subsidiary of United Biscuits plc. Branded biscuits represented £320m of sales, while own label was £120m in 1998. As Finance Controller for the Sales division, I was responsible for all aspects of finance and financial support for the division, as well as supporting strategy development. Key achievements during this role include:

·         Development of a detailed management reporting system covering some 100 brands and 180 accounts.

·         Development of a bespoke system to control and improve the effectiveness of trade promotions (c.£25m spend per year).

·         Analysis to support the complete reorganisation of the field sales force.

·         Day-to-day advice to a group-wide SAP R3 implementation project.

Safeway plc was one of the <placew:ston><country-regionw:ston>UK’s leading Supermarket chains. In 1996, its sales were approaching £7bn and it had c. 60,000 staff. I joined as a strategic analyst engaged in various operational projects and subsequently fulfilled two principal roles

                Business Development Controller

I was a founding member of the Business Development group whose aim was to identify and support key strategic and operational developments, outside of line management. My achievements include:

·       Led the Safeway team, working in partnership with BP and various other third parties to create the BP/Safeway joint venture.

·       Preparation of a new petrol retailing strategy

·       Gained approval for major enhancements to the ABC loyalty scheme.

·       Represented Safeway's interests in a venture to launch a Smart Card loyalty scheme involving four other companies.

                Pricing Controller

I established the new role of Pricing Controller for Safeway, which involved rolling out and gaining acceptance for the new guidelines to the trading teams and constantly monitoring pricing levels versus competition.

Coopers and Lybrand is one of <placew:ston><country-regionw:ston>UK’s leading accounting and consulting firms. In order to break into the Corporate Strategy consulting market, C&L took a minority stake in OC&C Strategy Consulting, which they later bought outright.

                Associate Consultant

Projects included acquisition studies, cost reduction work, preparation of business plans and general market and industry strategic analyses. During this period, I was also undertaking the ACA qualification, also gaining some experience in audit..