Experience

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  Calor gas ltd

  Feb 1985 - Apr 1989

  Retail accountant

  Various roles within Calor Gas which was my first proper job after leaving college as a part-qualified accountant, and remember this was before the arrival of the IBM PC - so the only technology we had were mains powered till-roll calculators - I learned a lot!Got my hands dirty doing manual stock takes, adding up long lists of numbers, fixing the office photocopier, becoming the company expert on the 4.44Mhz IBM PC and designing databases for calculating gas costs using a process costing model.Finally qualified and got rapidly promoted up to run the department I joined as an accounts assistant. Then realised that my boss was 25 years older than me and I would be stuck there for some time so I went looking for new challenges and joined Sketchley. Show less

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  Sketchley vending

  Apr 1989 - Jun 1991

  Finance manager

  Sketchley Catering was a complete basket case, but I did not know that when I joined. The Catering Accountant resigned on the spot when the Finance Director finally told him that I was joining (two weeks before my arrival date) - so I only had him for a two week handover before he left. A month later I understood why he left! - The accounts were a mess and for the financial year ending March 1989 they had been incorrectly stated and thus my term with Sketchley Group started.An awful lot of work clearing the balance sheet, rebuilding, mentoring and leading the Finance team, re-building the relationships with the Managing Director and his team of the Division etc.Ultimately the division was sold to Gardner Merchant and I moved into the Vending division to fight fires there.Again, the balance sheet was a mess, second hand stock was over valued and when we understood and corrected it this began a small avalanche that would prove the undoing of Sketchley. Sorted out the leasing book (sold to Oki Finance). Moved into Sales and Marketing to provide support to the Marketing and National Accounts sales teams in bids for large UK companies.Sketchley then imploded and we launched a successful MBO of the division for which I undertook all of the financial modelling and working with advisors etc Show less

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  Provend

  Jan 1991 - Jan 1994

  Finance manager

  Following the succesful aquisition of the division with funding from Candover and ECI investments we worked on turning the company from a loss making one to a profitable one. The small problem was that the 1991 recession was in full flow (which we did not factor in our models!) and so it too 12 months longer, but the change culture that we built meant that everyone knew what they had to do, it was one of the most exciting periods of my career.This experience set the scene for all the roles since. Show less

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  Dera

  Mar 1994 - Jun 1998

  Transferred to Sea Systems in Portsmouth. The financials were a mess, and it took some 18 months to sort it all out. Whilst doing this role I also (from Jan 98) helped set up Sensors Sector from scratch, then got bored and got a challenging role with MOD in Project Capital. Joined CIS (Command Information Systems) at DRA Malvern in March 94 - learnt a lot, then was transferred to Sea Systems in Portsmouth, sorted it out (bad mess).

  • Financial Controller - Sea Systems

    Sept 1996 - Jun 1998

  • Financial Controller - CIS

    Mar 1994 - Sept 1996
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  Ministry of defence

  Jun 1998 - Dec 2000

  Corporate financial systems accountant

  I joined Project CAPITAL which was the move by the MOD from vote accounting to modern accruals accounting - it involved the implementation of over 100 seperate ERP systems - roughly 70+ Oracle Financials 10.7 and 30+ Systems Union Sun Accounts - which was a totally crazy idea but this was the MOD!I was responsible for some 50 staff in the Corporate Financial Controllerate (CFC) within Whitehall. This was a new organisation within the central finance organisation to oversee the implementation of modern accruals based accounting throughout the MoD in place of the old cash vote system.The team was in four sections (Programme Management, Systems Design Authority, Technical Design Authority, and Corporate Systems Management).Key achievements were; • management of the configuration baseline of the DFMS• control of the change programme plan using ITIL methodology• liaison with the Commands to understand emerging and future information requirements• liaison with parallel change projects through-out the MoD. The Strategic Defence Review also generated a significant number of new projects that were not forecast to occur, but they were also dealt with. The new systems went live and the MOD transitioned to the new systems by Sept 2000. Show less

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  Dstl

  Jan 2001 - Jun 2009

  Finance, is & commercial director

  Rejoined DERA to prepare for the part privatisation of DERA into QinetiQ and Dstl. I joined what was an embryonic team that had no real corporate resources (no Finance, no IS and not a lot of Commercial!), and we had to get ready to create a £400m turnover organisation with over 3000 employees within a few months.An intense period of activity resulted in the successful creation of Dstl in June 2001, and then the real work started to create a single organisation (in thought, action, and deed) from the diverse parts we inherited from DERA.Key achievements;Achieved the financial/IS/Commercial separation from QinetiQ. This included the separation of all finance systems, banking/legal/insurance, outsourced support contracts, assets, records, networks, applications etc.Implemented a comprehensive business review process that led to the NAO in March 2003 awarding Dstl the highest possible score on Business Management within the central government area.Ran the re-procurement of the IS Service Contract that supported all of our corporate IT systems, networks (all levels of classification), service support software/hardware across some 17 sites.Delivery of the change programme costing £210m for new buildings, systems, culture and relocation of half the workforce and the rationalisation of the number of sites from seven down to three. Full payback within 12 years. Set up of Ploughshare Innovations Ltd – to manage the exploitation of government-owned Intellectual Property into the civil market – and appointment to the PIL board as a Non-Executive Director.Savings programme that delivered a reduction of 22% in non-staff overhead spend between since 2003 and 2009, against a background of an increasing workforce as Dstl responded to increasing demands for its services. This also led to the initial requirement of a £40m loan from the MOD in 2003 for the iLab programme to disappear by 2006, and Dstl subsequently lent MOD some £32m in 2008. Show less

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  Niki cartwright ltd

  Jun 2009 - May 2011

  Management consultant

  Supported the implementation of integrated drug treatment at a contractor run prison. Project management, project plan, risk and issues log, checkpoint meetings, financial cost review, process review, enagaging with clinicians, security, etc as required. Handover, knowledge transfer and exit completed to time cost and quality.Providing financial modelling and project management support for commissioning of MSK services for Hastings and Rother NHS PCT. Involving Business case preparation, clinical specification, PQQ preparation, ITT preparation and financial analysis of bids, Bidder review and contract award. The contract will save the PCT a minimum of £2.3m per annum by reducing need for referrals to acute services and replacing them with community thus improving quality of life at reduced cost. The contract was won by Virgin Health.Providing consultancy support to Steria who were engaged in bidding for a UK Government IS Contract. £30m per annum value. Provided key input into culture, values and mindset, evaluated proposals and undertook review of supporting documents such that they were crafted to resonate with the target customer. The bid was made and won. Show less

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  Vector aerospace

  May 2011 - Mar 2014

  Uk finance manager

  Joined Vector Aerospace UK at Fleetlands in Gosport, the role was to support the FD in transformational activities within the UK after it's aquisition by Airbus Group. The Finance function was having severe problems meeting reporting deadlines and certain financial controls had become weak or ceased operation.Heavily involved in end-to-end business process mapping and redesign. Reduced working days for period-end close from some 7 to 3 for Engines business. Improved financial controls on balance sheet. Improved connectivity to key corporate systems. Reduced transactional activity by Finance by increased use of standard functionality in the business systems (Baan and Agresso). Rebuilt and restructured the Finance team and rebuilt the relationship with the operational teams. Heavily involved in negotiations with the Ministry of Defence over the termination of the Sea King maintenance contract and the impact on Vector where we were seeking compensation from the MOD. Also supported bids into Airbus (EADS as was) on synergistic opportunities with different parts of the Airbus family. Show less

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  Resurgam services limited

  Apr 2014 - now

  Management consultant

  Project management support to deliver integrated Community Diabetes service.High level finance advice and planning to a proposed super-practice of GPs covering 300,000 patients.Providing Board level support to GP provider groups in the NHS to understand the responsibilities of running a limited company (GP Start-ups) and financial business case preparation for submission to the Clinical Commissioning Groups (CCGs) as the CCGs transfer provision of services from themselves (something that was supposed to happen some time ago) to local GP practices. Also working with the GPs in engaging the CCGs on what else could be done more locally so as to avoid transfer of patients to Hospitals when they could be better looked after in the community.All the above is about improving health outcomes and quality of life for the patients whilst also reducing health costs. Show less

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  Our health partnership

  Feb 2015 - Dec 2015

  Finance director

  Our Health Partnership was the creation of the largest super partnership in General Practice in the UK with a list size in excess of 270,000, some 150 partners and over 600 salaried staff forged from some 32 seperate GP Practices.Many said that a single merger of this number of partnerships in one hit - the biggest in UK and Europe - was impossible. We engaged Hempsons and Grant Thornton as our lawyers and merger accountants and set to work.The project was a roller-coaster ride since February 2015 when we conducted the first presentation to the potential membership. Go live was the 1st of November 2015 and then the real business started to create a single coherent organisation from some 32 incoming businesses all with their own ways of doing things and their own business processes.OHP has since scaled to some 400k patients proving that the model works, I believe that all GP partnerships should look at merging with like minded local practices to truly deliver 'Working at Scale' Show less

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  Iceni healthcare limited

  May 2015 - Jan 2016

  Finance director

  Iceni Healthcare Ltd is owned by some 102 independent GP Practices across Norfolk and Waveney, serving nearly one million patients. Iceni Healthcare Ltd is made up of GPs and Practice Managers creating a Federation that has local people and local NHS services at its heart. Our aim is to protect, maintain, improve, and innovate NHS patient services presently provided by local GP Practices and to ensure patients continue to access these locally.IHL have now achieved their first major success with the Healthy Child Programme supporting Cambridge Community Services in the delivery of the HCP programme. IHL bring to the programme integrated access to the GP surgeries in such a way that they significantly enhance the ease of data collection and thus the outcomes of the contract. Contract for IHL is some £800k per year for seven years. Show less

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  Big practice limited

  Jul 2015 - Sept 2016

  Finance director

  BIG Practice Ltd was the GP provider company for Birmingham representing over 90% of GPpractices across the city. It was created to represent the interests of its members and shareholders, to protect and enhance their business, to make their lives more manageable, to promote GP led redesign of health care and to ensure that the business of General Practice is able to flourish as the backbone of the NHS.As a business start-up a lot a lot of work had to be done on establishing the governance processes and in identifying opportunities for the company. A number of bids were made to deliver innovative healthcare solutions to the city of Birmingham.My role had been in establishing the necessary control frameworks, embedding cash management, financial modelling of bids, cash flow forecasting of the business and liaising with banks, insurers, accountants and lawyers plus supporting the company board on all aspects of the company. Show less

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  The colte partnership

  Jan 2016 - Apr 2019

  I am providing leadership and mentoring in all areas Financial to both the embryonic finance function, senior managers and Partnership Board members as they undergo the transition from 12 practices to a single super partnership. Key challenge is effecting a change in behaviours across the organisation such that the newly defined governance processes have time to embed themselves in the psyche of the new super partnership. I am starting to embed sound financial management via the use of Cloud accounting and budgets. The number of GP Partnerships that do not use budgets to manage their business is proving a challenge especially when coupled to a history of using cash based book-keeping systems as opposed to modern accruals based accounting ones. Show less Following on from the project in Birmingham, the creation of Colte in North East Essex was the second largest merger of GPs at some 120,000-list size. It comprises some 12 practices coming together into a single partnership whilst retaining separate profit centre accounting with high levels of delegation. Achievements were the appointment of Bankers, Accountants, Lawyers, Selection of accounting systems, Financial modelling for the partnership, due diligence on the financial status of potential incoming practices, engagement with partners on issues such as year-end timing, cost of merge, potential benefits of merge, opportunities of working with the CCG (who heavily supports the merge) to identify and exploit the super partnership to move services out of secondary care into primary so that patient outcomes improve and costs reduce. Show less

  • Finance Director

    Jul 2017 - Apr 2019

  • Project Finance Director

    Jan 2016 - Jun 2017
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  One health lewisham ltd

  Jul 2016 - now

  Finance director

  One Health Lewisham Ltd is the GP practice owned provider company for the whole of Lewisham Borough working closely with Lewisham Clinical Commissioning Group on developing new and innovative ways to increase the level and range of services available to patients within the primary care arena. This will both improve accessibility to and the range of services closer to home and reduce demand on the acute sector with commensurate financial benefits to the commissioners.We have successfully bid for and won a contract to deliver a hub-based Extended Access GP service based out of Lewisham Hospital, the service was mobilised over a very short time frame and is proving extremely successful.We are now working hard at establishing OHL as the trusted provider company for South East London and we see ourselves as having a key role in the development of the STP where Bexley, Bromley, Greenwich, Lewisham and Southwark Clinical Commissioning Groups have come together under a single management team.OHL will take a lead in strengthening Primary Care within Lewisham such that it is ready for whatever the future holds. Show less