A strategic and highly commercial Finance Director, with a proven track record in turnaround and developing businesses across several industry sectors.
His skills include M&A, IPO, MBO, fund-raising, refinancing and operational and systems improvement to maximize profitability and owner value, supporting exit, with all necessary financial management.
Richard is an experienced Finance Director, strategic and highly commercial with a proven track record turning around and developing businesses across several industry sectors. His skills include M&A, IPO, MBO, fund-raising, refinancing and operational and systems improvement to maximize profitability and owner value.
Throughout his career so far Richard has started to assist businesses just as they cease to be small and has helped them grow and flourish, generally to some form of exit, providing all necessary financial management along the way.
He has repeatedly been involved with due diligence exercises, acquisitions and business disposals but more importantly to most businesses he has repeatedly:
- Established and developed finance functions
- Developed financial plans and projections
- Enhanced management reporting capabilities to ensure information is accurate, timely, complete and relevant
- Being fully involved in senior management generally beyond the finance function.
He believes he can bring his skills to bear on any-sized business and his extensive experience should enable him to have knowledge of most circumstances businesses find themselves in, making him the ideal advisor and sounding-board for management teams experiencing business development issues, perhaps, for the first time.
Clinical waste disposal
A non-core subsidiary was reporting losses and absorbing a disproportionate amount of senior management time.
The division had several issues revolving around operational losses and the level of customer service. Senior management was anxious to rectify the situation before reputations were damaged, whilst their attention needed to be elsewhere.
We carried out a full costing and performance review establishing that operational efficiency at a level not practically possible was required for the division to record a profit. Improvements were suggested to systems, procedures and working practices to return the division to breakeven while a purchaser was found.
A buyer was identified, a sale negotiated and the division divested for an amount approximately equal to the investment in the division resulting in no cash, or accounting, loss to the parent.
The parent is now free of the troublesome division at no short term or long term cost to itself, or distraction of in house staff resource, and is able to focus more fully on necessary customer service levels without hindrance.
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