Finance Director, Steve is a skilled and experienced Chartered Accountant with a successful background in SMEs and developmental businesses. He has worked under different ownership structures and can offer operational and strategic support and advice.
Finance Director, Business Advisor, Financial Controller,
London, SE England,
Accounts preparation, Acquisitions & mergers, Board meetings, Budgets, Business Analysis, Business plans, Business Process Improvement, Business Strategies, Change Management, Company Start-ups, Cost reduction, Costing, Credit control, Disposals, Due diligence, Financial Analysis, Financial Forecasting, Financial Modelling, Management Accounts, HR/Payroll, Incentive Planning, Interim Management, Inventory management, Pricing models, Property leases, Raising equity, Reorganisation, Risk and Corporate Governance, Sales & marketing, System implementation, System selection, Treasury.
Technology, Distribution, Professional services, Hospitality, Retail, Third sector, Business intelligence, Consultancy, Automotive, Publishing, and family office.
Steve is an entrepreneurial Finance Director with a successful background working across different stages of the business life cycle. He has operated across a number of sectors, and has experience of both owner managed and PE-backed businesses. He is focused and results driven, has the ability to provide practical business solutions, identify value drivers, and deliver value into bottom line performance through insightful analysis, performance management, and the design of targeted incentive plans.
His experience as a Finance Director includes:
- Business Planning – Collaborative development of plan to support the global launch of a new business for the manufacture and distribution of an innovative consumer technology product, using an omnichannel strategy.
- New business set up– established overseas operations for UK companies including planning for attribution of profits, Permanent Establishment and Transfer Pricing.
- Cash-flow – as part of an interim management role, developed short and medium term cash-flow projections to enable business to understand intensive working capital demands of long manufacturing/inventory cycle, and to fund additional working capital through combination of debt finance sources.
- 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.
- Business Turnaround – Review of major loss making contracts, costing and tendering processes to improve financial viability and ensure sustainable strategy. Assignment included overhead cost efficiency benchmarking and business mentoring.
- Finance transformation – Design of finance and administrative functions to align with strategic vision, creation of road map, and effective implementation.
- Exit planning – Achievement of top and bottom line growth through business life cycle to optimise valuation for business sale.
- Buy/Sell Business – acquisition and disposal of publishing and media business as portfolio manager to investment fund, and also sale of technology business for PE owners.
The business had reached a strategic inflection point and the owner recognised the need to decide if he should continue to run the company as a life-style business, or embark on a scaling-up project in order to build the business, and possibly prepare for an exit over the next 4-5 years. He had already reviewed some of the current ideas around scaling and understood the effort this would require. He wanted to maintain a sensible work-life balance, preserve the culture and values of the business, but wanted to drive the business forwards.
Established since 2008, the business had been successful in building its revenue base to support a sustained level of investment. However, as is often the case the owner was so busy working “in” the business that he had not taken time to work “on the business” and its full potential was only slowly being realised. Following the recent hire of a COO and the absence of a plan or strategy, he sought practical advice to move the business forwards and to adopt a more strategic role.
Case Study: Business Turnaround
Case Study: Cash-flow
Case Study: Business Plan