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
Accounts preparation, Board meetings, Board reports, Bookkeeping, Budgets, Business plans, Costing, Dispute resolution, Due diligence, Healthcheck visit, HR/Payroll, Inventory management, Raising equity, Finance Director, Reorganisation, Sales & marketing, System implementation, System selection, Treasury, Banking, Business Analysis, Business Process Improvement, Business Strategies, Financial Analysis, Financial Modelling, Financial Restructuring, Financial Structuring, Investment Banking, Leadership, People Management, Private Equity, Project Management, Stakeholders Management, Management Accounts, KPIs, Company Start-ups, Budgets, Executive team leadership, Financial Forecasting, Financial Coaching and Training, Dispute resolution, Fundraising
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 with finance so that the stock and currency positions were recorded and monitored on an ongoing basis.
The forward plan and budget set out a near doubling of trading activity with increased stock levels and additional geographical spread, so it was key to bring in additional finance streams particularly to cover stock during the extended shipping period from the Far East to Europe.
Identifying all available financing options from this exercise and then selecting and delivering the right structured solution. Ensuring that the core entrepreneurial trading of the business was able to flourish across differing international markets and trading conditions, producing higher bottom line profit.
The importance of putting together a credible and robust stress tested forecast accurately highlighting the cashflow impacts of the projected increased trading activity was a requirement, and then working with finance providers so this was fully understood and accepted was paramount to delivering the successful outcome. Alongside this, additional weekly and monthly reporting and KPIs needed to be introduced so that performance to forecast target was measured and, if circumstances arose, remedial action could be taken quickly and effectively in-year.Click here to read more