I started my career as a graduate at Procter & Gamble where I spent 7 years working as a member of the global projects team. During this time my focus was on developing global business services (GBS). I started out as a systems analyst on projects to:

  • Implement a global standard SAP R/3 solution across Western Europe, Eastern Europe and Africa. My focus was on a standard finance template design known as ‘global core finance’;
  • Transition work from various countries to the EMEA shared service centre;
  • Develop new solutions in purchase to pay and cost accounting space;
  • Run process improvement initiatives for the shared service centre.

I then went on to act as a project and program manager, leading the following:

  • IT outsourcing for application development and maintenance covering supply chain systems across EMEA;
  • Three full lifecycles of SAP R/3 implementation covering a global standard solution in finance, supply chain, customer relations management and HR;
  • Tax restructuring projects for a move to a regional entrepreneur, local commissionaire and toll manufacturing model;
  • Post-acquisition integration; covering commercials, people, process, systems and data);
  • Supply chain systems upgrades.

Following Procter and Gamble, I moved into management consulting where I’ve worked for over a decade. I’ve helped clients with their global business services, shared services and outsourcing initiatives and their business systems landscapes. This often involves the design of target operating models, building business cases or deeper process and systems improvement work. I’ve worked both for major consultin firms and on a freelance/contract basis.

Recently I’ve been involved in several key strategy projects incluing:

  • Leading the development of a new core finance solution; including SAP CFIN, CO-PA (margin analysis) and Material Ledger;
  • Leading the development of a 5-year corporate strategy with executive committee members;
  • Leading supply chain strategy reviews;
  • Developing new operating models.

Details by individual client / company follow.

Key skills areas

Client and employer history

September 2020 to March 2022

Danone: Interim Finance IT programme manager


  • Finance IT programme manager
  • Finance process/systems expert (for design assurance)

Globally, Danone have a distributed landscape of ERPs, with multiple SAP and non SAP systems. This program aimed to design and build a new global core finance solution leveraging SAPs central finance to aggregate and standardise finance data and reports on a real-time basis. The project had further objectives to enhance reporting by introducing improvements in valuation (SAP material ledger) and profitability analysis (SAP CO-PA/margin analysis).

I joined the program, working for operations IT to both act as programme manager/director and to bring finance systems expertise to ensure the global design was fit for purpose. I led a team of 20 people (Danone IT, Accenture, SAP and freelancers).

June 2019 to November 2019

PersolKelly: 5 year strategic plan development

Tokyo/Pan-South East Asia

  • Engagement manager;
  • Lead for maintenance, digital and back-office optimisation workstreams.

Working with the executive committee, and leading a team of 5 Deloitte consultants I managed PersolKelly’s 5-year strategic planning process. This covered 12 markets across Asia Pacific.

Over a period of five months and multiple day-long workshops with the executive committee, we reviewed economic, market and internal performance data and through deliberation developed the 5 year plan. This included:

  1. A baseline plan focussing on organic growth;
  2. Identification of $200m of target acquisitions covering the service and market segments showing high prospects for growth;
  3. A digital business start-up plan covering two recruitment apps, one for permanent placement, and one for temporary staffing;
  4. A centralisation program with an estimated $50m savings over a 5 year period.

May 2018 to June 2019

Coca-Cola Bottlers Japan: GBS / SSC / Outsourcing program


  • Engagement manager;
  • Subject matter expert for GBS and shared services.

Working with the CEO of CCBJBS, the leadership and transformation teams we developed a 5-year strategy and operating model for shared services with outsourcing. More than $100m cost savings were identified.

As a next phase, we led the planning and third party partner selection for a large scale outsourcing deal. This involved a very in-depth and response evaluation process as well as careful planning and change management around employee impacts.

May 2018 to June 2019

Unilever Japan: Supply chain strategy review & 3rd party manufacturing negotiation strategy


  • Engagement manager;
  • Subject matter expert for supply chain and negotiation.

Led a supply chain strategy review. As part of this, we reviewed demand, supply and production planning as well as procurement processes. We delivered a detailed analysis based on data from SCM systems and provided a tactical QlikView based dashboard to support better management of 3rd party contract manufacturer performance.

We also created a negotiation playbook for dealings with key 3rd party manufacturers, this included identification of gives and takes, critical minimum requirements, and discussion options for key negotiation sessions. Resulted in multi-million $ risk exposure reduction.

June 2017 to June 2019

Deloitte Japan, Strategy and operations consulting


  • Consulting senior manager.

As part of business development responsibilities, I led $3.7m in sales within 9 months (3 engagements). Delivered various client projects. Created and led an international community. Developed and delivered blockchain technical training.

Deloitte UK, internal

  • Independent adviser.

Developed a new target operating model for finance. This included applying effort analysis, the voice of the customer analysis and led to the creation of a process taxonomy, organization design, business case and roadmap.

December 2015 to November 2016

Standard Chartered Bank: Annual report


  • Group reporting project manager.

Project managed the group finance annual close & annual report creation (finance content). Delivered an on-time, accurate full year annual report to the market with no material revisions.

Returned the following year to assist with the half-year report and also project manage a fast close project.

June 2013 to December 2014

Deutsche Bank: Process governance


  • Process governance lead for purchase to pay;
  • Process governance lead for record to report;
  • BPMN (modelling) standards owner;
  • SME / consultant for Lean continuous improvement.

Process governance owner for source to pay. In both roles delivered end to end mapping of the banks processes covering inputs, outputs, process steps, systems and controls. Also coached change projects on continuous improvement.

November 2012 to February 2013

Johnson Matthey: Global standard SAP program


  • Independent advisor.

Led the strategy phase of a global SAP ECC 6.0 implementation project covering finance, sales, logistics, manufacturing. Delivered a successful negotiation on the contract and statement of work for 3rd party systems integrator.

September 2008 to June 2012

PwC UK finance effectiveness technology consulting


  • Consulting senior manager;
  • SAP strategy practice lead for finance.

Business development and project management / SME support for various projects focussing on finance and finance systems.

September 2008 to June 2012 (with PwC)

Heineken: European Shared Service Program


  • Finance systems lead.

Finance systems lead for Heineken’s European shared service centre design & business case. Delivered a multi-million $ saving target operating model (resource model, organization design, process taxonomy, systems architecture and roadmap).

September 2008 to June 2012 (with PwC)

Lehman Brothers: Administration team


  • Transition services lead.

Transition services agreement design & management for Lehman Brothers covering the sale of Equities and Investment Banking to Nomura. Ensured trades could be executed in order to deliver returns to creditors.

September 2008 to June 2012 (with PwC)

BBC Worldwide: Enterprise performance management program


  • Finance systems architect / advisor.

Enterprise performance management solution architect for BBC worldwide.

September 2008 to June 2012 (with PwC)

Diageo: Enterprise performance management program


  • Finance systems architect / lead.

Finance systems lead for a new planning & reporting model for Diageo. Delivered design for improved ExCo decision making (application architecture, chart of accounts, profit/cost centre hierarchies, SAP New GL design).

June 2007 to February 2008

Accenture UK


  • Consulting manager.

Manager, finance & performance management consulting.

June 2007 to February 2008 (with Accenture)

AXA Europe

  • Finance systems architect / lead.

Finance systems lead for AXA’s European shared service centre design & business case. Delivered a multi-million $ saving target operating model (resource model, organization design, process taxonomy, systems architecture and roadmap).

June 2007 to February 2008 (with Accenture)

Lloyds TSB SAP program


  • Finance systems architect / lead.

Finance systems lead, design of a major UK bank’s SAP-based application architecture.

September 2000 to March 2007

Procter & Gamble Global Business Services

  • Systems manager.

Global supply chain SAP ECC 6.0 / Unicode program manager. Delivered a successful upgrade. Managed 4 regional projects incl. more than 100 resources.

Gillette post-acquisition integration program manager for Russia. Covering all aspects of integration; systems (SAP), process, people, commercials. Delivered $20m one time savings and $8.5m year-on-year savings. Managed > 50 people and $1.4m delivery partner contract.

Romania SAP upgrade, regional shared services & tax restructuring project manager. On-time delivery with multi-million year on year savings. Managed > 50 people.

SAP fast-track project approach lead. Designed a method to implement SAP in 4 months.

EU enlargement project manager. Delivered business continuity & compliance with respect to tax, import/export and intrastat reporting changes for the expanded EU of 25 states.

Pharmaceuticals business SAP R/2 – SAP R/3 upgrade project manager. Delivered a successful upgrade incl. Ground-up redesign of the chart of accounts, project and cost objects.

IT outsourcing governance lead. Successful design & monitoring of the governance for application development & support (DevOps) covering EMEA finance and supply chain.

European SAP R/3 implementation, shared services and tax restructuring systems analyst. Led the finance workstream for multiple countries across EMEA.

General ledger and purchase to pay process & systems owner for EMEA.

2nd level IT service management, the definition of ITIL / COBIT standards.