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Interim manager

Work Experience

Assignment Details:
In July 1994 formed The Ridgewood Business Consultancy Limited in order to pursue freelance consultancy and interim management positions.

Robert Brett Group
Interim Manager: Atlas Stone – Chipping Campden.
October 2003 to February 2004.

Engaged by Robert Brett Group to investigate accounting systems, procedures, budgets, Standard Costing and administration at recently purchased subsidiary. Remit encompassed creation of Standard Costing Model for all Concrete Products, Detailed analysis of Payroll and enhancement of accuracy and timeliness of reporting. Management and control of monthend stock take procedures. Implementation of data entry control and reconciliation of entries int into accounting system. Liason with management and creation of “Flash” reporting pack for production and materials data. Detailed discussion and creation of “What if” analysis with regard to production and shift patterns to enable most cost effective use of resources.
Contract Completed 6th February 2004.


Jarvis Plc – Group Tax and Compliance
Project Manager CIS Compliance and Reconciliation project.

December 2002 to July 2003
Project Managing compliance and reconciliation of Construction Industry Tax Scheme for all Jarvis companies with CIS Registrations.(9 companies)
Since the introdction of Oracle and creation of Shared Service Centre Jarvis encountered lack of compliance and control on all aspects of CIS Reporting. Potentential misdeclarations were highlighted by Internal Audit and Project to reconcile 2001-2002 Returns and 2002-2003 current declarations was insitiuted.
Project involved detailing, specification and testing of system generated reports, and redrafting of monthly returns covering in excess of 100,000 transactions.
Internal Audit work of 12 Inland Revenue tests completed in July 2003 awaiting review by Inland Revenue. Interim Team disbanded on completion of work at end of July 2003.

Jarvis Plc – (Jarvis Accommodation Services Division)
Interim Finance Director of Jarvis Construction UK.

February 2002 to December 2002
The previous FD resigned at short notice leaving this £250m T/O division with no financial leadership in the run up to Year end (31-Mar-02). Immediate task was to organise year end procedures and liase with management and commercial staff to prepare accounts for audit. In addition enhance liason with OSS and maintain drive for increased compliance activity within the business. Tasks were successfully completed and handover to newly appointed JCUK FD during Dec 2002.

Jarvis Plc – (Jarvis Accommodation Services Division)
Project Manager investigating procedures and policies of newly instigated within
newly created Operation Support Services Centre.

October 2001 to January 2002
On behalf of JAS investigated the policies and procedures in the newly formed OSS processing centre in York. The centre had gone live in July 2001 and due to a number of system, operational and cultural problems little meaningful financial information was being produced for the divisional businesses. The brief was to firstly clarify the postion within the OSS and then with the aid of a small internal team to enhance the clearance of substantial backlog of financial reconciliations.
Substantial progress was made and vast majority of historic problems were cleared. In addition compliance rates were increased across the business and information began flowing to the business.

Norwich Union (GCNU Plc):
Project Manager for creation of Project Definition Doccument, outlining methodology for migration of Commercial Union Financial Systems to Norwich Union Financial Systems

January 2001 to April 2001
Project managed the completion of PDD as required by NU Life Group Board. Encompassed methodology for migration of “highly bespoked” CGU Finance Systems onto “vanilla” NU Oracle Financials.
Involved various meetings with senior management and project teams to formulate plans and estimate costs surrounding proposed project. Substantial complexity regarding interfaces from bespoke systems onto vanilla systems. PDD delivered to NU Life board in early April 2001.


Telewest Plc:
Review of Chart of Acounts for proposed implementation of Oracle 11i

October 2000 to December 2000
Review Telewest Chart of Accounts and proposed draft for a redefined structure taking into account recent organisational changes and mergers. The contract covers initial review of the current Telewest Chart of Accounts but also take into consideration enhanced scope for the integration of the activities of Flextech. In addition, a Statement of Requirements for the introduction of Project Accounting, including proposed setup and integration with other Oracle 11 Modules. Also, production of Process Review Documentation and updating SLA’s resulting from operational changes.

Level 3 Communications Inc:
European Shared Service Centre
Review Operations and Identify Strategic Improvements and Cost Efficiencies

August 2000 to October 2000
Identified high-level organisational and process improvements in the activities of Level 3 Europe’s financial shared service, to increase operational efficiency and quality of service.
Undertook a strategic review of current shared service organisation, including system and processes, and identified improvements.
Reviewed the current processes and identified improvements in two key areas, a) purchase to pay, and b) project accounting and fixed assets.
Reviewed existing service levels, procedures and policies and identified improvements.
Provided recommendations for strategic improvements, to CFO team

Telewest Plc - (Turnover approx £1.0bn – FTSE 100)
Project Manager: Implementation of Shared Financial Service Centre:

November 1999 to July 2000
Project Manager for implementation of Telewest Shared financial Service Centre.
Responsible for management of Project Team. Provision and creation of detailed Project Plan.
Creation of Organisational Structure.
Actioning recruitment activity, and facility refurbishment.
Change management and Process Documentation, Process Re-engineering and design
work shadowing and skills transfer. Creation of Service Level Agreements.
Advised on system changes and reconfiguration to facilitate new reporting structures.
Collapsing regional accounting departments and migration and transfer of accounting activities.
Liaison with senior management on progress and issue resolution. Production of Training materials.
Post operative review and enhancement to generate greater efficiencies.

Telewest Plc - (Turnover approx. £1.0bn – FTSE 100)
Project Manager: Amalgamation / Migration of Birmingham Cable and General Cable Oracle Financials systems onto Telewest Plc Financials systems

April 1999 to September 1999
Project Manager for migration of Birmingham and General Cable financials systems onto Telewest Financials.
Formulation of plan and implementation procedures to allow for smooth change over on September 1st 1999
Responsible for methodology and migration mapping, data load testing and reconciliation, training and communication to all levels of management in process and system changes.

Telewest Plc - (Turnover approx. £1.0bn – FTSE 100)
Project Manager: Amalgamation / Migration / Enhancement of Inventory Management and Forecasting together with Inventory and Non- Inventory Purchasing across “New” Telewest
Review and Implement required Changes to General Cable Fixed Asset Capitalisation and Depn.

November 1998 - April 1999
Migration of The Cable Corporation TCC inventory to General Cable Oracle system (Live 1 Dec 1998)
Implementation of process and system changes to allow for changes in General Cable and Birmingham Cable entities to allow system visibility of Inventory and outstanding Inventory Purchase Orders at SKU level across “New” Telewest
Design required system changes to allow centralised purchasing in “new” Telewest for Inventory and Non – Inventory Purchases
Review and recommend changes to forecasting process in General Cable and Birmingham Cable
And improve accuracy of forecasting across “new” Telewest.
Formulate plan and implement, to allow for revaluation of fixed assets across General Cable on Oracle Financials to reflect “New” Telewest Capitalisation and Depreciation Policy.


General Cable Plc - (Turnover approx. £140m)
Project Manager Implementation - Shared Financial Service Centre

December 1997 to October 1998
Project Manage the migration of accounting processing from the decentralised stand alone subsidiary operations into one centralised “Shared Financial Service Centre” based in Bradford.
The contract involved the management of the process of migrating all accounting information onto a centralised Oracle System from three separate systems, Oracle, Tetra and Strategics. The timing dictated that the amalgamation of the two major subsidiary groups be completed by end of October 1998. The third to be finalised in early 1999.
The complexity of the “new” organisational structure and the diverse nature of the reporting requirements made the design of the General Ledger, Fixed Asset and Inventory coding a lengthy and intricate task.
The initial requirement involved General Ledger, Sales Ledger and Purchase Ledger with integration of external interfaces for Payroll and Automated Subscriber Billing Systems.
However, this was extended to include full integration of Oracle Purchase Order Processing, Fixed Assets and Inventory with plans for future integration with Sales Order Processing, and Contract Costing.
The initial amalgamation of the two main subsidiaries “went live” in early May 1998 and included General Ledger, Purchase Ledger and limited POP. Intensive work on Fixed Assets and Stock is now nearing completion and full POP now live in the two major subsidiary companies.
A number of difficulties were encountered during the year. Not least the inadequacies of the legacy systems and the differing degree of accounting accuracy / control in the diverse subsidiary locations. This led to a significantly higher level of basic reconciliation work to prove take-on balances.
The fall out of staff from the migrating companies also had significant effect on the timing and completion of each phase of the project. In addition mid way through the project
General Cable also became the target of a take-over from a larger cable company which also led to significant distractions and inevitable delays.

Consultant - Systems and Management Information
GGT Group Plc - Lynne Franks PR Ltd
August - October 1997

Appointed by GGT Group Plc to review systems and internal management information and controls of its newly acquired subsidiary Lynne Franks PR Ltd (LFPR)
The brief covered, the overview and assessment of the effectiveness of the financial reporting systems together with the process and accuracy of financial planning and forecasting. Whilst completing the assignment, assessment of Product Pricing, Procurement, Resource Planning and Management together with specification and review of replacement computer systems was also undertaken.
A report detailing recommendations for improvement in the compilation and structure of
management information to aid the day to day decision making process and strengthen areas where existing accounting procedures are presently deficient was submitted to the boards of both GGT and Lynne Franks PR.
Towards the end of October 1997 a second consultancy covering the review of budgeting and forecasting and reviewing half year and full year projections was completed. As a basis for these calculations project to review and calculate various scenarios for overhead recoveries and departmental recharge rates was also undertaken.
Balfour Beatty Rail Maintenance Ltd (BBRM)
Project Manager: Finance System Implementation
October 1996 to March 1997
Responsible for the conversion, amalgamation and creation of new accounting systems for two Balfour Beatty companies into one nationwide organisation.
Defined coding structure for General Ledger, Cost Ledger, Sales and Purchase Ledgers and Time Allocations. Specified reporting structure and integrated external interfaces for Stock Control and Payroll into new system.
BBRM has a projected Turnover of Approx £200M with approximately 3800 employees and has devolved administration centres at Newcastle, Derby, Peterborough, Broxbourne, Central London and Ashford.
The new accounting system has 170 concurrent users, across seven divisions. With 49,000 General Ledger Accounts, 180,000 job cost numbers, 3,800 Supplier Accounts and 700 Customer Accounts.
The reorganisation was announced in early September 1996 and the new system went live on 6 January 1997. Initial specification and planning took place during early September and October 1996 and agreement to proceed with the project was received from BB during mid October.
Uploading of the system took place during Oct, Nov and Dec 1996 and was completed by Myself and a team of three. With technical assistance supplied by the software vendor (Mentor) during the period.

British Rail - Privatisation
South East IMU
July 1995 to September 1996
Seconded to SEIMU on an Interim Management basis as Chief Financial accountant to work directly with (Interim) FD. Reorganised and managed the Finance Department (70) supervised and controlled all Management and Financial Accounting.
Directly responsible for the financial management and introduction of ‘SWIFT’ accounting
system with full responsibility for checking, interface testing and reconciliation of all finance systems. Assisted with privatisation work and led due diligence support team.
Company was brought to privatisation on time and sold to Management JV/Trade Buyer on 2nd April 1996.


British Rail - Privatisation
Eastern Track Renewals Limited
February 1995 to June 1995
Initially brought into the company to assist in the disaggregation /reaggregation on the final reorganisation of British Rail prior to the privatisation process.
Responsible to the FD for completion of 1994/95 British Rail Statutory Accounts.
From April 1995 to June 1995 responsible to FD for set up of new finance organisation in readiness for privatisation.


Lab Furnishings Limited - HULL
Premier Transline Limited – BRANDESBURTON

November 1994 to February 1995
Responsible to construction division FD for reorganisation of finance functions at the above companies. Neither company having had senior finance personnel for past six months.
Set up upgraded computerised finance system (PEGASUS OPERA) at Lab Furnishings Limited.


Paramount Hotels Limited
July 1994 to October 1994
Responsible for the set up of the decentralised accounting system (TETRA) for a £16m MBI initially covering four major hotels with a staff in excess of 600. Appointment covered all aspects of Financial Accounting and Payroll set up.
Worked closely with MBI Finance Director and small head office team.

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Permanent Employment – Experience


Jun 1992 - April 1994: HENRY BARRETT STEEL BUILDINGS LTD/
BARRETT STEEL BUILDINGS LTD

Position: Finance Director
.

Feb 1991 to June 1992 NATIONAL POWER PLC

Position: Contract Accountant
Power Station Controller


Oct 1989 - Feb 1991: NICHOLAS ASSOCIATES LTD

Position: Financial Controller


June 1983- Oct 1989: KIER GROUP LTD

During this time I held the following positions:

Sep 1988 - Oct 1989 KIER MIDLANDS LIMITED

Position: Company Secretary / Financial Controller
(F.D. Designate)
General Construction

Turnover approx £30m; Employees c. 100

Jan 1986 - Sept 1988 F. K. COMPANY INC
Farmington, New Mexico, USA.
General Mechanical Construction

Position: Treasurer / Company Secretary
Employees: c. 600 - 1200
Turnover: Approx US $60m


Oct 1983 - Dec 1985: KIER TRINIDAD / CARIBBEAN REGION

Position: Chief Accountant - Kier Trinidad Ltd
Financial Controller - Caribbean Region
Major Regional Construction Company

Turnover: TT$45m (US$25m)
Employees: c. 250 - 500


Jun 1983 - Oct 1983 KIER INTERNATIONAL LTD
Position: International Accountant

Education

EDUCATION:

Oct 74 - Jul 77 Sheffield City Polytechnic

1976 H.N.D. : Business Studies (Finance)

1977 Institute of Chartered Secretaries (ACIS)

Dec 77 - May 78 Leeds City Polytechnic
(Day Release) (ACMA)


Membership Reference Nos:

FCMA: 0377226
ACIS: 74141

Skills

Having held a number of senior finance roles in the UK, USA and Caribbean, in 1994 I formed an independent business in order to pursue freelance consultancy and interim management positions.

During the last 10 years I have carried out a number of major project assignments including Shared Service Centre implementations, interim FD roles, major systems migrations and operational and financial reviews.

Languages

English

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