Tony Williams
Remote, London, SE England

Portfolio Finance Director providing strategic business and financial support to SMEs and business owners

Highly experienced and commercially astute Finance Director providing strategic business and financial support to SME’s/Start-Ups and business owners. Sector experience includes technology, media, advertising, professional services, charities, import and distribution and manufacturing businesses in the SME sector. Extensive cash and working capital management knowledge as well in-depth understanding of customer and project reporting with emphasis on profitability and KPI’s. A resourceful accountant delivering practical business solutions to drive bottom-line performance in ever-changing environments. A collaborative, trustworthy and open style of leadership engaging with financial, commercial and other stakeholders to deliver company objectives. An ability to deliver objective reasoning to business critical challenges.




“We’ve been with EFM for around three and a half years – I feel they offer a very personal service. Our business has benefited significantly, especially from the advisory perspective. EFM get to know and understand your business, so therefore all their advice is in the context of where you are as an organisation and where you’re going. I know that get more objective advice from EFM than if I resourced internally, so I much prefer buying in their services and consultancy than recruiting direct. Our EFM Associate, Tony, is included in all of our leadership meetings concerning planning and it’s very important for me that we have his advice and support.”

Dean Gray, Founder, MD and Brand/Comms Strategist- Graymatter Limited

Tony’s work in action

Cash management & stabilisation for creative advertising agency

The business was suffering a cash flow crisis due to late payment by its largest client, inefficient accounting processes to match the nature of the business and worryingly, it feared that due to all of its challenges, it would not have sufficient money to pay the wages.?  To worsen the situation, its turnover from the previous year had shrunk and costs were rising, as management had built up infrastructure for a larger business, so this was also a concern in the long run. It still had a steady inflow of contracts but profitability and cash flow were the major, immediate threat to the future of the business, and had to be dealt with as a matter of urgency. 

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