A highly experienced Finance Director, Doug is a Chartered Management Accountant with extensive experience in SMEs manufacturing environments. He is commercially astute and adopts a very hands on proactive and common sense approach to issues. He is able to work and communicate with staff at all levels, both financial and operational. He is quickly able to identify the key issues and is very results orientated.
Consulting CFO, CFO, COO, Change Manager, Finance Director, Non-exec Director,
Yorkshire, NE England, NW England, East Midlands,
Board Meetings, Budgets, Business Performance Analysis, Business Plans, Business Process Improvement, Business Strategy, Business Unit Closure, Cash Flow Management, Change Management, Cost Reduction Programmes, Costing, Credit Control, Downsizing, ERP Systems, Excel, Exit Planning, Executive team leadership, Financial Reporting, Financial Restructuring, Fundraising, Financial Structuring, Financial Management, Forecasts, Import/Export, Inventory Management & Improvement, KPI’s, Leadership, Management Accounting, Manufacturing Internal Audit, MBI Involvement, People Management, Profitability Analysis, Private equity, Raising finance, Reorganisation, System Implementation, Strategic Management, Stakeholder management, Turnaround
Manufacturing and Engineering
Doug qualified as a management accountant forty years ago and has had experience in a wide variety of manufacturing sectors at Finance Director and MD level during that time. He also has good international experience having operated in overseas based subsidiaries. Nothing phases him and he is equally at home in growing or distressed environments.
A flexible and resilient self-starter, he works well either alone or as an effective team player. He is a goal-driven individual, proactive with a can-do attitude and a fine eye for detail.
Nearly twenty years ago Doug exited corporate life, setting up his business as a part-time finance director and interim manager. Enjoying new challenges and constantly changing environments over the course of his career, Doug’s key areas of expertise include:
- Business Planning – developing and implementing strategic and business plans.
- Business Performance Analysis – undertaking customer and product profitability reviews. Identifying pricing issues and business efficiency opportunities.
- Business Turnaround – undertake a review of current operations identifying and implementing opportunities for cost reduction, downsizing, business unit closure, profitability improvement and market expansion.
- Cash Flow – utilising rolling cashflow forecasting techniques to control cashflow, identify pinch points, working within funding restraints and controlling debtor and creditor payments.
- Change Management – moving a business from manufacturing to distribution with third party product sourcing, including production unit closure and identifying and setting up supply agreements with overseas suppliers.
- ERP System Implementation – system selection and implementation including business process re-engineering and integration into the business.
- Exit planning – identifying issues, developing and implementing improvement programmes to put the business in a position to strengthen its saleability and maximise its exit value.
- Funding – Seeking funding from a variety of sources to fund an MBI and other straight acquisitions.
- Internal Audit – conducting the inventory and manufacturing elements of an internal audit programme.
- International Experience – working in overseas subsidiaries involving troubleshooting, business improvement programmes, internal audit and financial management.
- Inventory – developing control procedures and implementing improvements ensuring that inventory accuracy is maximised. Attaining Customs approved warehousing (bonded store status).
- Management Accounting – developing full management account reporting with variance analysis and appropriate KPI’s. Developing costing systems and undertaking budgeting and forecasting exercises.
- Troubleshooting – analysing operations that are inefficient or are under performing. Reviewing the business processes and working with management to implement change and improve performance.
The company was a third generation family business manufacturing and distributing sportswear garments from its premises in Yorkshire. The business was quite profitable but had no concept of financial controls and financial reporting. There were no management accounts and no ability to understand where the profitability lay. Underlying this was also the two brothers thoughts of an exit in three to four years time. The auditors suggested my recruitment, initially on a six month contract, to implement all the normal financial controls and reporting including developing a costing system and providing an accurate stock valuation.See Full Case Study
See Full Case Study
See Full Case Study