Our Services

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With particular subject matter expertise in R&D, preparing for exit, managing growth, international expansion, turn-arounds, manufacturing and long-term contracts, I am an experienced finance and business leader, both in the plc environment (HENSOLDT AG, a DAX defence & security technology company; Smiths Group plc, a FTSE 100 technology company; Dialight plc, a FTSE 250 renewables technology company) and the private equity environment (Kelvin Hughes, a group within the KKR portfolio, and previously a member of the ECI portfolio). My professional finance experience came from my 'big 4' audit background and extensive internal audit and financial management career; this was bolstered in late-2020 with a line-switch and promotion to Managing Director of HENSOLDT UK. I am respected for my integrity, reliability and thorough approach, and I am calm and measured under pressure. I have significant experience at all organisational levels: strategic down to operational. I am a practiced change leader in strategy, process and reporting, to enhance business performance, improve decision-making and improve process efficiency and effectiveness. I have the ability, ambition and engagement to succeed, and am excited by my new challenge as a Portfolio CFO.

I focus on the 'why?', getting my hands dirty to deliver results

I passionately believe in 'doing the right thing'

I do something different, to make a difference

*2023-2025 The CFO Centre: Portfolio CFO                                        

*2013-2022 HENSOLDT AG: MD HENSOLDT UK; FD Kelvin Hughes

*2011-2012 Dialight plc: FD Europe, Middle-East, Africa, Asia             

*1997-2011 Smiths Group plc: FD Smiths Detection UK; FD Smiths    

 Detection Global Military & Emergency Responders; Internal Audit US

*1992-1997 EY: ACA-Qualified Senior, Audit, London                           

*1988-1992 Imperial College: MEng ACGI Chemical Engineering         

*Strategic Support: sale/exit; M&A; risk management; business plan; funding sources; leadership

*Operational Support: efficiency & effectiveness of internal control systems; KPIs & visual management; improving profitability/cashflow

*Functional Support: corporate governance; company secretarial; relationship management (e.g. tax advisor; auditor; bank)

*R&D: preparing & reviewing investment business cases; project recording, accounting (IAS38) & controlling; tax claims (e.g. RDEC); technology & product roadmaps; product lifecycle management

*Preparing for Exit: business plan (preparation/review; financial modelling; act as 'sounding board' to CEO; management presentation); due-diligence & external advisors; dataroom

*Managing Growth: finance team professionalisation; process set-up/optimisation (digitalisation); risk management; internal control environment set-up; cash focus; business structuring; sustainability; financial reporting & business KPI dashboards; banking relationships

*International Expansion: FX; bonds & guarantees; working capital & export financing needs (UKEF); HR & legal matters; International Accounting Standards (IFRS)

*Turn-Arounds: restructuring & cost-improvement projects; investigations (data-mining; internal audit & insight; process/control recommendation & implementation); act as interim CFO to 'steady the ship'

*Manufacturing: cost accounting; standard costing & variances; stock valuation; cost of (non)quality; product pricing

*Long-Term Contracts: revenue recognition (IFRS15); project & programme costing & controlling, incl. robust ETC reviews; contract pricing; QMAC