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Highly experienced Finance Director and fractional CFO with a strong track record supporting businesses through periods of change, uncertainty, and financial risk.
Over a long and varied career, Andrew has built a reputation for bringing clarity, control, and calm judgement to complex situations, from restructuring and turnaround scenarios to investor pressure, covenant management, and business transitions. Trusted by founders, boards, and investors alike, he combines rigorous financial discipline with a pragmatic, measured leadership style that helps organisations navigate difficult decisions with confidence.
Andrew works best alongside leadership teams who value clear thinking, sensible challenge, and an experienced hand when the stakes are high, and the path forward is not always obvious.
Andrew qualified as a Chartered Accountant with KPMG in London, gaining early exposure to large, complex organisations, M&A activity, and demanding stakeholder environments. This experience provided a strong technical grounding and an appreciation for governance, risk, and disciplined financial management.
He subsequently moved into senior finance roles within the media, telecoms, technology, and publishing sectors, holding positions across listed groups, international operations, and owner-managed businesses. A defining feature of Andrew’s career has been stepping into situations where businesses were under pressure, whether due to rapid change, operational complexity, leadership disruption, or financial stress.
His experience includes an international secondment to Los Angeles, where he was tasked with stabilising and professionalising a significant business unit during a period of strategic transition, alongside treasury management, covenant negotiation, and system improvement. Across his career, Andrew has frequently acted as the steady presence in environments where clarity and sound judgement were required quickly.
Since joining EFM in 2018, Andrew has worked in a fractional and interim capacity with a wide range of growing and established businesses, often being brought in when finance functions need stabilising, confidence in reporting has been lost, or boards and investors require experienced, independent financial leadership.
Andrew’s career has equipped him with the breadth and depth of expertise invaluable to businesses navigating complex or high-risk situations.
He has a proven track record in:
Crisis, restructuring, and turnaround support
Providing calm, experienced leadership during periods of financial pressure, including cashflow stress, covenant management, restructuring, and insolvency-related decision-making. Andrew is experienced in helping directors understand their responsibilities and guiding businesses through difficult scenarios in a controlled and responsible manner.
Financial control and stabilisation
Rebuilding and stabilising finance functions where systems, processes, or teams have broken down. This includes restoring confidence in management reporting, improving forecasting, and ensuring leaders can make informed decisions based on reliable information.
Investor, lender, and stakeholder engagement
Acting as a trusted interface with investors, private equity, banks, and advisers. Andrew has significant experience managing due diligence processes, supporting fundraising, financial modelling and maintaining constructive relationships during periods of scrutiny or negotiation.
Change management and transition
Supporting businesses through leadership changes, acquisitions, integrations, and operational transitions, ensuring continuity, clarity, and control while longer-term solutions are implemented.
Board-level and people-focused leadership
Working closely with boards, founders, and senior teams as a sounding board and trusted adviser. Andrew is known for his measured, pragmatic style and his ability to explain complex financial issues clearly and calmly to non-financial stakeholders.
Outside of work, Andrew is a keen reader and enjoys activities that provide balance and perspective. He previously played bass guitar in blues-rock bands and hopes to return to music when time allows. He also has a strong interest in industrial and transport history, particularly exploring London’s disused railway and Underground infrastructure, often combining this with good company and a well-earned drink.
“Andy who we work very close with, is superb. What stands out about Andy is that he’s always available for the exec, his flexibility, agility and patience. He’s supporting me incredibly well. Andy has created a financial model that is understandable and easy to manage. What’s important is that I feel as though I own it when I meet with potential investors.”
Auris Tech
The company had just taken over a competitor business, doubling its size overnight. It had relocated to allow the two businesses to be co-located and had lost key finance staff as a result of the move. In addition to this, immediately prior to the acquisition, the business had undergone a G/L implementation that had been poorly project managed resulting in unreliable data. Ultimately the company was looking to integrate the two businesses in order to achieve synergies and to resolve issues within its finance function.
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