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Detailed Experience

Angus Knight Group

Dates: April to October 2023 Role: M&A Advisor Type: Contract Organisation: Angus Knight Group (Remote) Team: M&A

Scope:

• Assess and profile operations of several target acquisitions.
• Create a post-acquisition integration strategy and plan.

My responsibilities:

• Operations analysis.

Retrospective

Assessing target acquisitions in the early stages is challenging given the lack of access to data. However, a surprising number of insights can be captured from basic financials and publicly available data

Danone

Dates: September 2020 to March 2022 Role: Finance Systems Programme Manager Type: Contract Organisation: Danone (Remote) Team: IT

Scope:

• Harmonised global reporting for Finance
• Design and implementation of SAP S/4HANA Central Finance
• Multiple source systems
• Implementation of Margin Analysis (CO-PA), and Material Ledger in ECC
• Design of new structures and hierarchies:
  • Chart of accounts, management hierarchies, profitability reporting
• Design of new organisation model, processes, and data models
• Managed an IT team of 20 people (Danone, Accenture and SAP).

My responsibilities:

• Programme management
• SAP finance expert.

What I delivered:

• Successful design, build and cutover of CFIN.

Retrospective

It's extremely challenging to implement Material Ledger and CO-PA in an existing ECC system with complex intercompany flows and custom developments. A successful CFIN implementation requires a well-designed data model and set of mapping rules. Resolving initial interface errors is a significant effort.

Persol

Dates: June 2019 to November 2019 Role: Corporate planning lead Type: Contract Organisation: Persol (Tokyo) Team: Group

Scope:

• 3-year corporate strategy development
  • Identify and align growth and margin targets
  • Detail organic plans (products, markets, competitors)
  • Identify strategic acquisitions ($200m value)
  • Build centralisation options ($50m savings)
  • Plan a new digital business start up
• Managed a team of six Deloitte consultants
• Led research, analysis, and preparation of board materials
• Led several full day board workshops.

My responsibilities:

• Lead the planning process with a team of consultants

What I delivered:

• On-time preparation of strategy materials
• Successful full day executive board planning sessions
• Final strategy documents

Retrospective

This project was a great experience. The executive board were good to work with and my Deloitte project team delivered good work. To build organic growth plans, competitor insights were key. Accessing these was difficult. Analysing strategic acquisitions involved a huge research effort. Building a plan for a new digital start up was very interesting. We looked at several successful start-ups in detail. Work process centralisation appeared as a potential opportunity for significant cost savings.

Deloitte Tokyo

Dates: May 2018 to June 2019 Role: Senior manager Type: Full Time Employment Organisation: Deloitte (Tokyo) Team: Straetgy & Operations Consulting

Role details:

I joined Deloitte, or Tohmatsu as it's known locally in Japan, as a senior manager in strategy and operations consulting. I was part of the finance subteam.

My experience in finance transformation and global business services was in demand in Japan, and I was able to lead $3.7m in sales within the first 9 months (3 engagements).

I also took the opportunity to set up an international community (open to foreigners and Japanese) to share information within Tohmatsu. We held sessions on topics such as augmented reality and blockchain.

Cleint project: Unilever Japan Supply Chain Strategy

Project role: Engagement lead, finance expert Client: Unilever Japan

My responsibilities:

• Lead the engagement, provide finance and transformation expertise.

Scope:

• Review supply chain operations and create strategic recommendations on:
  • Sourcing options in Asia for contract manufacturing
  • Planning vs. production performance and suggested changes
  • Processes and technology review
• Develop a negotiation strategy, playbook and plan for dealings with a key 3rd party contract manufacturer
• Team size of six consultants (Deloitte Japan & India)

What I delivered:

• Strategy that resulted in multi-million $ savings

Retrospective:

This project was an interesting opportunity to deep dive into an important business relationship. Unilever were facing challenges with a critical 3rd party contract manufacturer in Japan. We helped create a detailed negotiation playbook and a plan of negotiation sessions to address this. We also ran a strategic review and looked at pan-Asia sourcing, as well as details of their planning and production performance.

Cleint project: Coca-Cola Bottlers Japan Target Operating Model

Role: Engagement lead, and finance expert Client: Coca-Cola Bottlers Japan

My responsibilities:

• Lead the engagement
• Finance target operation model and global shared services senior expert.

Scope:

• Operating model review
• Development of a 5-year strategy for business services and outsourcing
  • Organisation model
  • Process taxonomy
  • Solutions architecture
• Led the 3rd party partner selection for offshore outsourcing
  • Covering over 300 full-time equivalent
• Ran change management sessions with key business leaders
• Managed a team of six consultants.

What I delivered:

• 5 year strategy and a successful outsourcing deal signed with a partner
• More than $100m cost savings identified.

Retrospective:

Coca-Cola in Japan is a fascinating business due to the massive volume of vending machines. They have a large operation and were interested to expand their business services organisation, including an element of offshoring. This was a great opportunity to investigate offshoring capabilities across Asia. Offshoring is less mature in Japan than Europe, and this came with various cultural challenges. Change management was key in this engagement.

Deloitte London

Dates: June 2017 to May 2018 Role: Finance operating model lead Type: Contract Organisation: Deloitte (London) Team: Finance

My responsibilities:

• Finance target operating model and global business services expert.

Scope:

• Target operating model for Deloitte finance
  • Process taxonomy
  • FTE allocation
  • Organisation design
  • SAP systems architecture.

What I achieved:

• Successful creation of aligned target operating model.

Retrospective:

The finance operation for a consulting business is a little different from standard finance operations, and the partnership based leadership model made this challenging in terms of gaining consensus on the future design and FTE allocation.

Standard Chartered Bank

Dates: December 2015 to November 2016 Role: Annual reporting programme manager Type: Contract Organisation: Standard Chartered Bank (London) Team: Group Finance

My responsibilities:

• Lead group finance through closing and reporting as a programme manager.

Scope:

• Annual closing, annual report publication, half-year closing
• Prepared/managed detailed closing plans including
  • Detailed GANTT
  • Critical path activities identification
• Chaired daily scrums with Group Finance
• Acted as liaison with investors relations, corporate relations, legal etc.
• Produced a close-out report and group close handbook
• Project manager for a fast close improvement project
  • Creation of process maps for closing
  • Creation of critical activities checklist
  • Design new closing process and calendar
  • Design/build new closing dashboard (with 3rd party IT).

What I achieved:

• Annual and half year reports submitted on-time without any need for material corrections
• Positive feedback from key stakeholders: investor relations, legal, etc.

Solution retrospective

This was a fascinating opportunity to work with a group finance team as part of the critical activity of closing the year-end books and preparing the annual report. This is especially complex in financial services, where it takes significant effort to produce and optimise the balance sheet. A major challenge was gaining buy in from group finance on the benefits of programme management and formalised work tracking tools.

Deutsche Bank

Dates: June 2013 to December 2014 Role: Process governance owner Type: Contract Organisation: Deutsche Bank (London) Team: Group Finance

My responsibilities:

• Create process models for finance
• Manage process model quality.

Scope:

• Subject-matter expert for BPMN process modelling and Lean continuous improvement
• End-to-end process modelling of the bank's processes across
  • Source to pay (invoicing, payments, etc.)
  • Cost accounting (accruals, allocations, etc.)
  • Record to report (daily PnL, annual reporting, etc.)
• Using and promoting central modelling tools
• Provided training and coaching on process modelling to project teams
• Ran quality reviews on models submitted by project teams.

What I achieved:

• Delivery of global process model

Retrospective:

In this program, I was able to bring my extensive finance transformation experience to help Deutsche Bank quickly document their 'as is' work processes across Finance. Deutsche Bank were looking to reduce risk and identify opportunities for improvement. Process modelling provides a great baseline for this. In this project, I was able to learn advance business process model and notation (BPMN), and identify key areas for process improvement within financial services finance.

Johnson Matthey

Dates: November 2012 to February 2013 Role: Strategy and planning lead Type: Contract Organisation: Johnson Matthey (London) Team: Group Finance Project: SAP global standard template design

My responsibilities

• Create initial planning for global template program
• Ensure systems integrator selection and contract covers critical items.

Scope:

• Planning phase & systems integrator selection for SAP global template program
• 5 year program to create global harmonised processes enabled by SAP
  • Finance, manufacturing, sales, and logistics
• Advised on; approach, phasing, deliverables, team structure, benefits definition/realisation
• Drove scope negotiation with systems integrator and identification of critical business requirements
• Created various additional deliverables for finance:
  • A future finance maturity model
  • Corporate business continuity plans.

What I achieved:

• Contract successfully signed with Accenture

Retrospective:

As is common, the systems integrators definition of scope and deliverables was light and incomplete. This may have led to a misunderstanding about expected work and complexity of required solutions. In addition, this was an interesting opportunity to understand the challenges of tracking precious metal values through chemical processes.

PricewaterhouseCoopers

Dates: September 2008 to June 2012 Role: Senior Manager Team: Finance Effectiveness Systems Consulting (London)

I joined PwC UKs finance effectiveness consulting team as a finance systems expert. Over time I picked up work as the practice lead for SAP finance strategy.

Client project: Heineken European Shared Services

Role: Finance systems lead Project: Heineken European Shared Services

My responsibilities:

• Development of operating model deliverables

Scope:

• Target operating model for shared services
  • Process taxonomy
  • FTE allocation
  • Organisation model
  • Location study
  • SAP systems architecture
• Implementation roadmap
• Business case.

What I achieved:

• Client project was delivered successfully.

Retrospective:

One complexity at Heineken was finding the right in/out of scope balance for regional shared services. This is always something that needs to be adjusted based on an organisation's culture and values. Another complexity at Heineken was the finance systems architecture and the alignment and prioritisation of work between the finance and IT functions.

Client project: Lehman Brothers in Administration

Role: Transition Services Lead Project: Lehman Brothers in Administration (LBIA)

My responsibilities:

• Define, negotiate and manage the transition services agreement with Nomura

Scope:

• As part of the sale of Equities and Investment Banking from LBIA to Nomura, services were provided back from Nomura to LBIA:
  • Provision of IT infrastructure
  • Provision of front/middle/back office business applications
  • Execution of trades on request.
• These, were defined and managed in a transition services agreement:
  • Identification and development of services and service levels
  • Negotiation and agreement
  • Ongoing service requests and performance monitoring

What I achieved:

• Transition services agreement successfully put in place.

Retrospective

The situation at LBIA was complex and difficult. Suppliers, customers, regulators, statutory bodies and partners were highly aggressive. Lehman Brothers expertise was limited. This project was a great opportunity to learn to work well with lawyers and to create solid written contracts and agreements and negotiate the best possible outcomes.

Client project: Kingfisher ERP quality review

Role: Finance systems consultant Project: Kingfisher ERP quality review

My responsibility:

• SAP design review and provide feedback to steering committee.

Scope:

• Provide feedback on Kingfishers global standard finance design
• This was a detailed review covering process design and SAP configuration.

What I achieved:

• Successful presentation to steering committee.

Retrospective:

I stepped in to help risk advisory with a quality review. This was an interesting change from implementation to risk review.

Client project: Diageo Global Planning and Reporting

Role: Finance systems lead Project: Diageo Global Planning and Reporting

My responsibilities:

• Delivery of planning and reporting design

Scope:

• Financial and non-financial data for global planning and reporting
• Workshops and interviews with CFOs to capture requirements and align design
• Full conceptual data model and management information model
• Special focus on:
  • Chart of accounts redesign (simplification)
  • Cost centre, profit centre and other management dimensions hierarchy design
  • SAP NewGL, BI and BPC system selection and design
    • Parallel ledgers, segmentation, etc.

What I achieved:

• Alignment on NewGL design, hierarchies, CoA with country CFOs

Retrospective:

In this project, we focused on producing a comprehensive data model for finance that would meet all stakeholders needs, while still being lean and feasible within IT systems. As part of the systems work, we documented the design for NewGL and SAP Business Planning and Consolidation.

Client project: BBC WorldWide Planning and Reporting

Dates: Role: Finance systems lead Project: BBC WorldWide Planning and Reporting

My responsibilities:

• Advise BBC on planning and reporting solutions

Scope:

• New planning and reporting architecture for BBC Worldwide
• Including best solutions and approach for complex 'program' based budgeting
• Solutions included SAP profitability and cost management.

Retrospective:

This was a unique opportunity to look at complex budgeting processes behind TV productions and to help the BBC identify the best finance IT solutions.

Accenture

Dates: June 2007 to February 2008 Role: Manager Organisation: Accenture (London) Team: Finance and Performance Management

I joined Accenture as a manager in their finance and performance management consulting team.

Client project: AXA European Finance Shared Services

Dates: June 2007 to February 2008 Role: Finance systems lead Project: AXA European Shared Services

My responsibilities:

• Create target operating model deliverables

Scope

• Target operating model for Finance shared services
  • Process taxonomy
  • FTE allocation
  • Organisation model
  • SAP solutions architecture
  • Integration architecture
    • Country specific insurance systems to accounting ledgers
    • Country specific insurance systems to regional datawarehouse
    • Accounting to consolidated management, statutory, regulatory and actuarial reporting systems
• Implementation roadmap
• Business case.

Retrospective:

In comparison with other finance target operating model projects, the insurance industry faces the challenge of a high number of interfaces from insurance front-office systems into the general ledger. Insurance organisations commonly grow through acquisitions, and many have not rationalised their systems' architecture. This makes business services more challenging.

Client project: LTSB SAP Program

Dates: June 2007 to August 2007 Role: Finance systems expert Project: LTSB SAP program

Scope

• Process taxonomy
• SAP application architecture (including SAP Bank Analyser)

Procter & Gamble

Dates: September 2000 - March 2007 Role: IT Analyst > IT Manager Organisation: Procter & Gamble (Newcastle Upon Tyne) Team: Finance Systems, Global Business Services

A member of the global projects team from 2000 when P&G opened their global shared service centres. Working as a hybrid business and systems analyst and project manager to design and rollout global standard processes enabled by SAP ERP and BW across EMEA and Russia. Projects also included transition to global shared services and restructuring to a regional entrepreneur tax model.

Project: Global Supply Chain SAP Upgrade

Dates: 2006-2007 Role: Programme manager Project: Global supply chain SAP upgrade

Scope:

• North America, Latin America, EMEA, Asia SAP
• R/3 to ECC 6.0, including Unicode conversion
• Management of regional 4 regional project managers

Focus points:

• Co-ordinating work across regional project teams, solution architects, business experts, IT experts
• Driving resolution of key issues, regional architects, business and IT experts and communication with senior stakeholders
• Reporting and communications with senior stakeholders.

Retrospective:

Unicode and the ECC6 upgrade was technically complex, this combined with overseeing four regional project teams made it challenging to balance scope and detail.

Porject: P&G/GIllette Russia Post Acquisition Integration

Dates: 2005-2006 Role: Programme manager Project: P&G/Gillette Russia post acquisition integration

Scope:

• Integrate P&G and Gillette processes and systems
  • Mapping local P&G and local Gillette processes to global best practices
  • Gap resolution and new process design where required
• 2 Headquarters, 3 plants, distribution centres, and sales offices
• Team size of 50 people
• $1.4m systems integrator contract
• Global standard SAP implementation
  • SAP 4.6 FI, CO, MM, PP, SD
  • BW
  • Several stand-alone systems
  • Integration with suppliers, customers, distributors, banks
• Finance, HR, supply chain, CRM
• Trade terms harmonisation
• Single order pad
• Supply chain re-modelling
• Combining operations teams.

What I delivered:

• Successful go-live
• Benefits calculated at $20 million saving plus $8.5 million per year ongoing.
• Overall programme management
• Coaching and leadership to project lead team of 5 and overall team of 50
• Management of a 3rd party IT supplier $1.4 million contract.

Retrospective

This was a very challenging step up in responsibility from previous work. This project combined an acquisition integration, and an SAP upgrade in a highly complex market from both an operational and statutory/regulatory perspective. As overall programme manager, I had to invest significant time on steering the project team on technical organisation, process and systems issues, while also investing significant time in managing stakeholders' communication. This was a big learning experience in the gap of awareness and understanding between project teams and senior managers.

Project: Balkans SAP, shared services, and tax restructuring

Dates: 2004-2005 Role: Project manager Project: Balkans SAP, shared services and tax restructuring

Scope:

• Map local processes to global standard, identify and resolve gaps
• Transition finance processes to regional shared services
• Tax restructuring to Swiss Entrepreneur model
• Team size: 50 (20 P&G + HP)
• HQ and manufacturing site in Romania
• Sales offices and distributors across the Balkans
• SAP (R/3 FI, CO, MM, PP, SD and BW) implementation
• Management of outsourced IT team for supply chain (HP)
• Development of new processes and systems to meet local sales, logistics and finance scenarios, as required.

Focus points:

• Transition of finance work to global business services
• Complex regional entrepreneur sales, shipping, billing model
• Avoid disruption to manufacturing and shipping.

What I delivered:

• End-to-end project management
• Successful go-live.

Retrospective:

This was my first truly 'big' project management experience. This was a fantastic program. The Balkans business were a delight to work with. This project encountered various technical challenges across supply chain and finance, but went live on-time with no major issues. The production down-time at the go-live weekend was an exciting experience, watching the trucks queue up outside the manufacturing site.

Project: SAP Fast Track Methodology

Dates: 2004-2005 Role: Finance project expert Project: SAP Fast Track Methodology Creation

Scope:

• Define a custom P&G approach to deliver SAP projects in 4 months
• To be used in small markets, starting with Latvia

Focus points:

What I delivered:

• Provided finance projects input on methodology design
• Act as a steering committee member for the Latvia SAP project

Retrospective:

We attempted to create a quicker approach to implement our SAP global template. This was achieved by streamlining project activities and setting limitations on the possibilities for customisation.

Project: Cost accounting and Intrastat Product Owner

Dates: 2004 Role: Cost accounting product owner Project: N/A

Scope:

• Design and develop new Intrastat reporting solution in SAP, including:
  • Retrieving order and shipment data from other systems
  • Preparing reports in line with statutory reporting requirements
• Cost accounting expert for SAP rollout programs
• Expert support for annual standard price setting.

Retrospective:

Intrastat was a complex development, as the information needed on Intrastat declarations was split across P&G's SAP finance and custom CRM solutions. This required development of custom programs and interfaces.

Project: EU Enlargement Project Manager

Dates: 2004 Role: Project manager Project: EU Enlargement

Scope:

• Operations in 25 EU member states (10 new member states)
• Investigate and analyse the changes and how they affect P&G
• Analysis, design, build and implement required compliance changes, covering:
  • Export papers
  • Intrastat
  • Invoice
  • Tax

Retrospective:

This was a unique project, which required analysis into the EU enlargement changes. This was made more difficult by the late decision-making and publication by the EU.

Project: Pharma SAP Upgrade (R2-R3)

Dates: 2003 Role: Project manager Project: Pharmaceuticals SAP R2 to R3 upgrade

Scope:

• P&G pharmaceuticals business: 3 plants, 1 office
• Requirements analysis, design, build of FI/CO aligned to P&G global template
• Chart of accounts simplification
• New cost centre, and profit centre hierarchy
• Interfaces to other systems (supply chain, consolidation, bank)
• Custom reports
• Management of team of 5 people.

Retrospective:

This was my first opportunity to work on a project where we focussed on rationalisation of key data structures such as the chart of accounts. The project scope was limited to finance, the main challenges came from Pharma being a highly regulated system.

Project: HP IT Outsourcing Governance

Dates: 2003 Role: Project manager Project: IT outsourcing governance

Scope:

• Governance design for application development and support outsourcing to HP
• Including:
  • Governance - scorecards, reporting, escalations
  • Requests for future developments and enhancements.

Retrospective:

The IT outsourcing to HP in 2003 was a huge deal. It was critical to put in place a solid set of governance processes to ensure both support and project service requests worked smoothly.

Team role: EMEA finance systems

Role: systems analyst Team: EMEA finance systems - AP

Scope:

• AP product owner
  • Managing and enhancing the global AP solution
  • Custom scanning, archiving, workflow
  • EDI invoicing
  • Consignment stocks
  • Business warehouse reporting
• AP SAP global template rollout across EMEA
  • User interviews, gap analysis, BRD creation, SAP configuration
  • Custom developments, testing, cutover and post implementation support.
  • SAP R/3 + BW
  • France, Germany, Austria, France, Morocco, Czech
• Transition of AP operations to global business services
• Restructuring to a Swiss Entrepreneur tax model
• Expert level support to AP operations in global business services

Retrospective:

During my first three years at P&G I learned SAP through acting as an Accounts Payable expert. This involved participating in project teams across Europe to roll out AP while also working on the development and support of an advanced AP solution. AP operations in EMEA consisted of several hundred people.

Project: European vendor master data migration lead

Role: Systems analyst Team: EMEA finance systems - AP

Scope:

• Migration of 120,000 vendors from SAP R2 to SAP R3 as part of a European manufacturing upgrade
• Including deduplication and cleansing to meet global template standards.

Retrospective:

This was a good experience in the effort and challenges to take legacy system master data and attempt to convert it to stringent standards for new global template solutions.

Team role: Finance systems level 3 support

Dates: 2000 Role: Systems analyst Team: Finance systems level 3 support

Scope:

• Develop new finance support handbook
• Act as duty manager
• Follow-the-sun support handovers.

Retrospective:

My first role after graduating was in finance level 3 support. It was challenging to join this team as a graduate, but I quickly gained useful knowledge on systems and support processes.

Skills

Commercial / Business Development (2.2 years)

Generated $3.7M in sales within 9 months at Deloitte Tokyo (3 client engagements). Developed multiple business cases for change, including several finance operating models and $200M of strategic acquisitions at Persol. Led the drafting and negotiation of several multi-million IT/business process outsourcing and transition services contracts.

Programme & Project Management (11.3 years)

Managed complex international programs up to $100M+ value, consistently delivering on time and within budget. Led cross-functional teams of 50+ people across multiple vendors and geographies. Notable successes include P&G/Gillette Russia integration ($28.5M benefits) and Danone's global S/4HANA CFIN program.

Solutions Architecture (4.3 years)

Advised multiple clients with the development of their finance systems architecture. Examples include Diageo, BBC, Heineken, Coca-Cola, and Unilever. Strong knowledge in SAP ERP, data warehousing, planning and reporting, data, and integration.

SAP (11.0 years)

Technical experience in multiple SAP systems and modules, including FICO, S/4HANA Central Finance, SAP Business Warehouse, and SAP BPC. Experienced in complex finance topics including Material Ledger and CO-PA. Past SAP roles include analyst, functional consultant, and project/programme manager. Up to date on the latest SAP solutions.

Systems Development (6.7 years)

As an analyst and consultant on SAP programs, have managed configuration, customisation, and custom developments. This included adaption of standard functionalities, creation of reports, interfaces and workflows. Technically literate in multiple technical languages: C, JavaScript, SQL, HTML, CSS, and Visual Basic.

IT Service Management (1.4 years)

Direct experience in level 3 finance systems support. Designed governance frameworks for large-scale IT outsourcing arrangements. Developed transition services agreements covering IT infrastructure and business applications.

Strategy - Planning & Operations (0.8 years)

Led the development of a 3-year corporate strategy and plan. This involved research into organic growth opportunities, acquisitions, new digital business startup, and centralisation. Chaired full day executive committee workshops and delivered the final strategy report and plan. Led a supply chain strategy review looking at planning, sourcing, and manufacturing in detail. Provided a negotiation strategy and playbook to assist in the management of difficult third party contract manufacturers.

Target Operating Models (3.8 years)

Designed finance target operating models for shared services for AXA, Heineken, and Coca-Cola. These included organisation model, process taxonomies, FTE allocations, SAP solutions architectures, business cases and implementation roadmaps. Successfully implemented operating models that delivered $100M+ in cost savings.

Global Business Services / Shared Services (9.3 years)

Led design and implementation of shared services centres across finance, HR, and supply chain functions. Managed transitions from distributed operations to centralized models, including process standardization and technology harmonization. Delivered significant cost savings while improving service quality and reporting consistency.

Process and IT Outsourcing (4.4 years)

Designed and executed outsourcing strategies covering 300+ FTE transitions to offshore partners. Led vendor selection processes, contract negotiations, and complex service transitions. Successfully delivered $100M+ cost savings through strategic outsourcing while maintaining service quality and compliance requirements. Led planning and supplier selection for systems integrators as part of several transformation programs.

Transition Services Agreements (1.4 years)

Designed and negotiated transition services for the sale of Equities and Investment Banking from Lehman Brothers to Nomura. These services included trade execution and IT support (infrastructure, and front/middle/back office applications).

Business Transformation (16.2 years)

Experienced as an expert and lead in multiple types of business transformation; process improvement, SAP implementation, shared services, planning and reporting, mergers and acquisitions, and outsourcing.

Process Improvement (9.5 years)

Experienced in multiple process improvement methods, including Lean and Six Sigma. Have acted as process/product owner in purchase to pay, cost accounting, and record to report. Advanced skills in process modelling with business process model & notation (BPMN).

Lean and Six Sigma (1.5 years)

Utilised Lean in consumer goods and financial services environments to drive finance process improvement. Experience in training/coaching transformation project teams on Lean. Experience in applying lean to large scale business/IT transformation programs.

BPMN Process Modelling (2.6 years)

As a process governance lead at Deutsche Bank, I led the creation of BPMN maps for purchase to pay, cost accounting, and record to report.

Tax Restructuring (2.6 years)

Experience in implementing regional entrepreneur tax models. This involved re-design of CRM, supply chain, and finance processes.

Insolvency / Administration (0.7 years)

Led the transition services agreement for trade and IT services provided to Lehman Brothers in Administration by Nomura as part of the condition of the sale of Equities and Investment Banking divisions.

M&A (2.5 years)

Led a highly complex full scope post acquisition integration cover headcount, process, systems, physical locations, and data. Identified target acquisitions as part of corporate strategy development. Assisted a client with deep operational assessment of target acquisitions.

Financial Planning & Reporting (3.3 years)

Designed global planning and reporting architectures including chart of accounts redesign, management hierarchies, consolidation processes and management reporting systems. Experienced in leading group finance teams through complex annual closing and reporting processes. Knowledgable in fast closing processes.

Change management (5.2 years)

Embedded change management tools and techniques as part of programme management of large business transformations. Notable tools used include ADKAR.

Vendor/contract management (4.8 years)

Significant experience in designing requests for proposal, and contracts for process and IT outsourcing. This covers both operations and project work. Experienced in working with lawyers on highly contentious contracts and assisting clients with advanced negotiation strategies and playbooks.