Finance Shared Services Manager

Education/Qualification

• Educated to O Level Standard

Systems used

• Excel – Lookups / Sums / Pivots
• Office 365
• Evision (Dynamics Nav)
• Business Central
• Enrich
• Kerridge
• SAP
• MyPay

Key skills

• Exceptional people manager – engages with staff / enjoys the challenge and the results / trains and develops
• Transformations – successful changes and implementations
• Systems upgrade involvement
• Design and implementation of policies and initiatives
• Cross functional collaborationist

Career Summary

Most Recent Employer – Global Construction and Engineering Company (Company went into administration)

Position – Finance Shared Services Manager

Dates – January 2013 – November 2024

Effectively managed a high performing team of seventeen professionals across multiple finance functions and locations, including Accounts Receivable, Payroll, Fleet and Expenses. Previously, also managed the team of twenty-five in Accounts Payable. Leadership drove significant improvements in efficiency and service delivery, supported by strong collaboration with commercial finance and other enabling depts all underpinned by governance and continuous improvement.

• Strategic Shared Services Development: Successfully established and scaled the Shared Services function for ISG Construction, integrating all ISG UK companies, resulting in streamlined operations and improved controls
• Payroll System Transformation: Led the implementation of a new payroll system across all UK companies, creating standardised processes that improved efficiency and accuracy in payroll operations
• Expense Management system implementation: Spearheaded the rollout of an online expenses system, significantly enhancing controls and governance, leading to a 30% reduction in processing time
• ERP System Upgrade: Collaborated with project delivery teams and system providers to ensure a seamless upgrade of the ERP system, improving data integrity and user experience
• Workday Implementation Leadership: Played a crucial role on the steering committee for the new HRIS system, Workday, driving the Finance and Payroll integration, which resulted in improved data management and reporting capabilities
• Employee payslip portal Launch: Introduced the upgraded online MyPay portal for employees to access payslips and tax documents, increasing transparency and employee satisfaction
• Policy and Training Development: Developed and implemented new policies and online training (e.g. Travel & Expenses, Corporate Credit Cards, Fleet and Short-term vehicle hire) in collaboration with stakeholders, achieving full buy in and compliance across the business
• Implemented Benefits Initiatives: Launched multiple employee benefit programs in collaboration with HR, including an Electric Vehicle salary sacrifice scheme and tenancy deposit loans, enhancing employee engagement and retention
• Established Performance Metrics: Created Service Level Agreements (SLAs) and Key Performance Indicators (KPIs) for each team, driving accountability and performance improvement
• Procurement Process Enhancement: Finance lead for the introduction of purchase cards for low value, high volume suppliers working with the Head of Supply Chain, resulting in reduced transaction costs and improved supplier relations
• Change Management and Business Transformation
• Strategic Planning and Process Optimisation
• Cross Functional Collaboration
• Policy Development and Training
• Performance Metrics and Reporting

Previous Employer – Paint Manufacturing

Position – Interim Finance Shared Services Manager 

Dates – March 2012 – December 2012

Successfully managed a diverse team of twenty-one professionals across multiple finance functions, including Accounts Receivable, Financial Accounts, Accounts Receivable Support, driving significant improvements in efficiency and service delivery.

• Successfully led the transition of the Accounts Payable function to the PPG Shared Services Centre in the Czech Republic, meeting a tight 10-week deadline while ensuring buy in from all UK business owners and maintaining operational continuity
• Collaborated with a third-party provider to design and implement a fully automated system for credit account applications, enhancing efficiency and accuracy in the credit approval process
• Rebuilt relationships between Finance and Commercial teams by actively participating in commercial meetings, improving visibility and service delivery within Accounts Receivable, and addressing ongoing issues collaboratively
• Conducted ongoing credit limit reviews, making timely credit and commercial risk decisions, which minimised financial exposure and supported cash flow management
• Served as Finance Lead for the Customer Central, CRM, and Business Continuity projects, driving initiatives that enhanced customer support excellence across the business
• Ensured compliance with SOX regulations by overseeing SOX processes and developing Standard Operating Procedures (SOP) within the Shared Services Centre.
• Delivered comprehensive monthly reporting on bad debt provisions, receivables, and insurance using SAP, Bex Analyser, and Excel, provided critical insights for management decision making

Previous Employer – Commercial Company

Position – Various Roles

Dates – November 2004 – December 2011

Position – Project Accountant

Dates – July 2011– December 2011

• Integrated Business Operations: Successfully merged two comparable businesses onto a unified platform, enhancing efficiency and standardisation
• GAP Analysis Leadership: Conducted thorough GAP analysis across Contracts, Asset Management, Used Vehicle Sales, and Finance, identifying best practices and presenting actionable insights to management
• Data Integrity: Led a data cleansing initiative, processed over five million data fields in 14 weeks, significantly improving data accuracy for operational reporting
• Training Program Development: Created a comprehensive training matrix to address skill gaps, facilitating a smoother transition for staff adapting to new processes
• Balance Sheet Standardisation: Streamlined reconciliation processes, highlighting discrepancies, and ensuring consistent practices across integrated teams

Position – Finance / Accounting Manager

Dates – November 2004 – June 2011

Successfully navigated change while addressing constant data requests from the business. Managed a high-volume transaction environment with a team of thirty-five professionals across several critical business areas including Contract Billing, Accounts Payable, Cash and Banking, Vehicle Administration, Analysts and Office Services.

2009 Turnover £158m / Fleet size 9,500 vehicles

• Operational Efficiency: Managed a team of thirty-five processing high volumes of transactions, achieving a 20% productivity increase by streamlining key financial processes
• Audit Excellence: Maintained clean Sarbanes Oxley audits for consecutive years, enhancing compliance and operational integrity across the Accounting Centre
• Billing Accuracy Improvement: Initiated a comprehensive review of customer contracts, resulting in a 40% reduction in billing disputes across approximately 1,000 customers with 8,000 vehicles
• Cash Flow Optimisation: Implemented an automated Debt Query Management system, reducing days receivable outstanding from 44 to 32 days, enhancing cash flow management
• Collaborated with Operations and IT to develop a workflow tool (ALM), ensuring the accurate and timely in-servicing of vehicles. This system comprised of eleven workflows that managed the Asset Lifecycle end to end process, from vehicle delivery to customer billing
• Process Streamlining: Revamped several key operational processes, including vehicle registration through ALM and parking fine management, resulting in timely processing and reduced penalties
• Successful Transition: Oversaw the transition of billing and vehicle administration from Germany to the UK, integrating 1,200 vehicles without requiring additional headcount and ensuring SOX compliance
• Financial Analysis and Reporting
• Process Improvement and Optimisation
• Compliance and Risk Management (SOX)
• Team Leadership and Development
• Project Management

Previous Employer – Financial Services T/o £160m

Position – Various Roles

Dates – June 1998 – October 2004

Position – Finance / Accounting Manager

Dates – November 2001- October 2004

• Led a transformation project to bring the Accounts Payable function in house, managed and mentored a purchase ledger team of eleven resulting in annual savings of £300k
• Oversaw the successful outsourcing of Accounts Payable, Daily Rental and Contract Hire functions to GE India, ensuring a smooth transition and adherence to a 10-week training program for new staff
• Managed accounting team of five and reduced the management reporting cycle from 5 days to 4 days, significantly improving data quality and reliability
• Restructured key accounting processes, bolstering controllership and compliance
• Collaborated with senior management to identify the need for an operational review, improving financial understanding and decision making within TLS
• Designed and implemented improved procedures for intercompany transactions, streamlining operations
• Contributed to the streamlining of balance sheet reconciliations and compliance with Sarbanes Oxley regulations

Position – Senior Management / Financial Accountant

Dates – January 2000 – November 2001

Position – Regional Accountant

Dates – June 1998 – January 2000