Linda Harvey


Linda Harvey is an experienced Finance Director & Non-Executive Director with a multi-national background across multiple sectors and company sizes with expertise in business turnaround, due diligence, integration and improvement.

Having spent most of her career in and around manufacturing and engineering, Linda has a strong grasp of “how things work” which translates well into producing meaningful financial insight as well as other industries.

In her portfolio career she has supported many smaller businesses, through change of leadership, financial difficulties and growth.

She has also worked as a Non-Exec Director in housing and occupational health, supporting leadership teams with a strong financial understanding and clear knowledge of governance and risk management.

Linda has been a member of the Institute of Directors for many years and is an FCCA.


Linda qualified as an ACCA whilst working for Cosworth the world-renowned Formula 1 engine manufacturer in the 1990’s. She has held several senior finance posts with automotive supply chain manufacturers, later utilising this experience within fine art and scientific instruments manufacture.

She is an engaging, flexible and a resilient self-starter, working well either alone or as an effective team player.

Over the course of her career, she has developed skills in:

  • Business Turnaround – Review of product profitability, overhead structure, identifying and managing variable, fixed and discretionary cost drivers. Providing clear measures to aid operational managers to deliver required improvements.
  • Business Planning – Understanding current situation and future potential, modelling scenarios and outcomes and devising clear actions and responsibilities to deliver the reality.
  • Cash-flow – as FD developed short and medium term cash-flow projections to enable business to understand working capital requirements, secure additional funding through combination of private investment, bank borrowing  and asset finance and utilise a clear model to enable the team to effectively manage their way out of a significant cashflow crisis.
  • Due-Diligence – (for acquirers and vendors) – supported sale and acquisition of small and medium sized businesses. Vendor side included ensuring preparation of virtual data room and presentation of relevant material and analysis.
  • Systems Selection and Implementation – delivering a fully integrated system combining manufacturing, procurement and financial reporting across multiple sites allowing real-time reporting of performance.
  • Stakeholder management – improving relationships with bankers, shareholders and pension trustees and devising reporting programmes to deliver a clear and transparent basis for ongoing collaboration.
  • Manufacturing and stock controlimproving understanding throughout the organisation of goals, successes and opportunities for improvement – optimising performance in a competitive market.

Case Study


Having been highly successful both technically and financially for many years, this prestige manufacturer had received investment for a larger facility from their parent company. This investment had, as expected, enabled the business to deliver significant top line growth.

Unfortunately, this uplift was not being reflected in increased margins and profitability. The Group board were not seeing the expected return on investment.

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