Simon Finbery


An experienced Senior Finance Professional – Simon Finbery ACA has worked in small growing organisations as well as in Director of Finance roles and other Leadership positions. In addition, to strategic and operational responsibilities, he has extensive experience in managing change.

As a Chartered Accountant and highly experienced finance professional he can apply his experience and analytical skills to a wide range of business situations and sectors. Management experience includes both Finance and wider business functions.


Simon qualified as a Chartered Accountant in the United Kingdom and ‘cut his teeth’ on a number of SMEs helping deliver all aspects of their financial management control and reporting before stepping up into a number of senior finance and Director of Finance roles. He is experienced in helping management understand their finances by developing strong financial and business controls and processes, building relevant and detailed cash flow forecasts and business plans, whilst developing team members to take on more responsibility and grow their skills. Simon has experience both in smaller business settings and larger evolving corporate environments.

Simon is a strong relationship builder both internally and externally. He is adaptable, working well either alone or as an effective team player. Simon is a highly conscientious and personable individual with a can-do attitude and an ability to always see the big picture, whilst also having a strong grasp for detail.

Over the course of his career, he has experience in the following areas:

• Business Planning – developed business plans to decide on whether and when to sell business segments and assets, and to determine the best strategic and tactical approach to business Operations. This helped maximise returns to investors
• Cashflow – developed short and medium term cash-flow projections to enable business to understand in detail cash flow requirements and effectively manage debt
• Stakeholder Management – Provided insightful Management Information, Business Forecasts and ad hoc analyses explanations to key stakeholders, ensuring their continued support to the overall business plan.
• Due Diligence – supported sale of medium sized businesses and business segments from a group of companies ensuring full financial and risk analysis. Also has experience of pricing business and asset acquisitions, thereby saving time and money, understanding potential pitfalls, and management of legal costs
• Finance Transformation – Designed finance and administrative functions to align with evolving strategic requirements including structural reorganisations. Develop meaningful and timely Management Information and KPIs which in turn drove business performance
• People Development – Developed numerous team members to develop their skills and experience, leading to many internal promotions and successful move to more senior external roles.
• Tax and VAT Management – Managed relationship with HMRC including commercial discussions and successful resolution of a high value VAT matter
• System Implementation – Led Finance input to successfully implement a core system change leading to significant cost savings and improved system capability
• Raising Finance – raised a line of car fleet funding for a group of Companies ring fenced from its general business funding arrangements, therefore ensuring operation needs could continue to be met.

Case Study

Significant cost savings and maximised cash collection for financial services company


Case Study

The company was seeking to maximise cash collection from its loan portfolio, whilst also making significant cost savings.

The aims were to maximise net cash flow whilst keeping the investors fully supportive of the business and maintain adequate working capital in the business.


The challenge was to rebuild the confidence of the investors in the business through providing transparent and reliable business plans, forecast and management reporting, and to then execute the business plan to achieve a performance in line or better than plan.

A specific area of uncertainty was that cash into the business was difficult to accurately predict and needed detailed modelling, whilst the cost base was in turn highly dependent on the cash being generated, and the ability to carefully manage down an element of fixed cost. The cost base largely consisted of staff, property and IT costs.

A key part of the challenge was to determine the appropriate time for selling parts of the loan portfolio, and to determine an acceptable sales price. Another key question was determining the most effective way to maximise cash collections on parts of the portfolio that were not sold.

The main KPIs were net cash generated, and cash returned to the investors, together with cash to cost ratios.

Case Study