Paula Tucker

Experience

• 

  Arup

  Jan 2002 - Sept 2002

  Accountant (Contract)

  Responsible for monthly reporting, planning and statutory reporting.

• 

  Ricoh Europe

  Oct 2002 - Jan 2005

  Financial Analyst (Contract)

  Responsible for monthly reporting and consolidations, statutory reporting and system administration.

• 

  Tullet Prebon PLC

  Apr 2005 - Dec 2005

  Group Accountant (Contract)

  Monthly reporting and review and analysis of global subsidiary submissions, statutory reporting and improvements to Hyperion post implementation.

• 

  Huntsworth PLC

  Apr 2006 - Dec 2006

  Accountant (Contract)

  Responsible for monthly reporting, analysis and commentaries, annual statutory reporting and process improvements post-merger.

• 

  BankWest

  Apr 2007 - Dec 2009

  Project Delivery/Finance Manager

  Supporting Project Management and delivery for Hyperion Systems implementation and implementation of Risk-based reporting across the business.Delivering Business-as-usual teams with timely and accurate completion of monthly reporting, forecasts and annual budgets, within the key areas of Business Banking, Strategy and Marketing and Invoice Discounting, to drive effective decision making.

• 

  ANZ

  Apr 2010 - Nov 2016

  Project Finance Partner/Business Partner/Manager

  Responsible for delivering financial results across a multitude of business areas from Business-As-Usual through to projects. Ensuring budgets and forecasts are in place and ensuring the business has all necessary information for optimal decision making. While also managing various teams from 5 upto 30, across a variety of skill levels from junior through to Senior Accountants.

• 

  Spark CFO

  Oct 2016 - now

  As an Ecommerce business, your best months are likely Xmas, and BFCM. They’re probably also the most stressful times of the year. Most of your cash is likely tied up in inventory. After all, what’s worse than not having enough stock when customers are lining up to buy? Unfortunately, too many Ecommerce businesses also take on expensive short-term loans, overdrafts, or credit card debt around this time. Sales grow, but so do the costs. Ultimately, the owners don’t make much more profit. They work harder but make less profit. They work longer but don’t really grow. The good news is there’s an easy fix.What you really need is accurate cashflow forecasting. You need to know exactly how much cash you need, months in advance, so you can reserve cash. And you need clear demand projections, so you can set clear budgets and buying guidelines. That way you don’t end up with overspending, or too many of the wrong SKUs. And most of all, you need a trusted partner to do this for you every month, so you can run lean, while staying flexible. That’s where we come in. Our clients increase annual profit by 15-20% on average, and most have eliminated hundreds of thousands in stock debt. Get in touch for more details. Show less The difference between a very successful and a somewhat successful Ecommerce business? Margins. Not revenue. After all, a business owner with 30% margins can make a lot more than one with 10% margins, and with a lot less effort. Unlike sales, you can’t really grow margins with more marketing or more products. To grow margins in a highly competitive retail environment, you need more efficiency and better cost control.Without complete control, you run into issues with inventory procurement, marketing campaigns, variable and operational costs. That’s where we come in.We can help you improve your margins, we do this by setting up tracking of your per unit/variable costs and working on strategies to reduce these costs. We track all costs from direct costs to shipping, warehousing, gateway fees to marketing spend to make sure profit is maximised on each item sold.Get in touch for more details. Show less

  • ✔️ Ecom growth modelling ✔️ Ecom cashflow predictability ✔️ Ecom profit strategy

    Oct 2016 - now

  • ✔️ Ecom Financial Control ✔️ Ecom Personal CFO

    Oct 2016 - now