Having held senior management roles as Financial & Managing Director with a number of SMEs, Jonathan has extensive experience to help support and develop growing businesses. He has led a number of acquisitions, investments & restructuring projects as well as acted as a Non-Executive Director including serving as Chair of Audit with a Foundation Trust in the health sector.
Finance Director, Non-exec Director,
Financial Management & Planning for SMEs
Acquisitions, Investments, Financial Restructuring. Preparation of Sale, Business Plans, Control Fundraising, KPI Reporting
Facilities Management, Public Sector, Publishing, Retail, Service, Wholesale & Distribution and Manufacturing
After qualifying as a Chartered Accountant in London, he became a Senior Tax Accountant with a major multinational oil company before moving into senior management in the SME sector at a cleaning supplies business. After arranging the sale of the business, he joined a group involved in digital reprographics and print-based in the North West as Financial Director before becoming Managing Director. He carried out a number of acquisitions and restructured the group before joining a national print business and becoming its Finance Director.
He has also held Non-Executive roles and been involved with a Foundation Trust in the health sector serving as Chair of Audit.
Highly committed with accomplished communication and interpersonal skills, Jonathan is able to engage with management to focus on key financial, strategic and business development issues.
“Jonathan is professional, approachable and friendly. We have benefited as a company from his professional advice. We previously used a mix of in-house and 3rd party and EFM are a lot better.”
Graham Peace, Digital Fusion Ltd
The recently formed international trading company had grown very quickly from a standing start and the business needed to fund significant further growth, ensuring it maintained sufficient working capital for the projected higher level of trading activity. An additional element to financing was that trading transactions were multi-currency, involving sterling, euros, and dollars, so there was a requirement to mitigate foreign exchange risk as well.
In the initial growth phase, the business had used standard accounting software coupled with a bespoke operational trading system to track bulk and container movements. It was therefore key to ensure these systems were integrated as comprehensively as possible..
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