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Interim manager

Work Experience

Interim Management - 2000 / 2003
Commercial / Financial projects in Retail Sector. Integration of 1073 and 623 store chains. Preparation and sale of minority interests in acrimonious Multiple Franchisees, saving Franchisor from potential £18.5m loss, and negotiating with Private Equity House. Renegotiated major supplier contracts, including systems and communications changes, improving contribution by £1m. Rationalised supplier base giving improved product availability and control, saving central processing costs and increasing turnover by 35%. Stimulated new processes to derive over-rider earnings in previously unaccepted areas. Assessments of outsourcing Regional Distribution Centres. Develop three-year strategic plan.

Managing Director - Ashlett UK Limited - 1997 / 2000
Leisure/Retail business. Developed new concepts in conjunction with plc. Locate, design and fit out sites for trading. Testing and evaluating various concepts and pricing strategies. Internet marketing trials. Continuing majority shareholding.

Commercial Director - Churchill Filestore - 1994 / 1997
Specialised document storage business. Pioneered unique bar code tracking system for major customers; accountants, lawyers, insurers and hospitals. Planned relocation three times due to rapid expansion. Continuing minority shareholding.

Director of Finance - Circle K ¡V 1990 / 1994
Member of team that turned Retail C-Store chain from £14m loss to £3m profit in three years. Subsequent sale to W&P plc. Implemented new JBA systems. Restructured finance dept with 40% headcount reduction. Directed cost saving initiatives including bespoke payroll feeder system saving £600k in O/T and ghosting. Integrated 100 W&P stores into the chain. Closed six distribution depots following innovative sale of Spar/VG business.

Commercial Director - Minipack Systems ¡V 1988 / 1990
Manufacturing of high volume FMCG samples. Resolved major funding crisis by obtaining 40% deposits from blue chip customers. Installed new accounting, costing and manufacturing control systems. Reorganised supply chain on JIT basis. VC funded.

Company Secretary ¡V Plaintalk ¡V 1985 / 1988
Import / Export of impulse goods, subsidiary of Fine Art plc. Resolved cash crisis by discounting value of secure orders from blue chip customers, with a French Bank. Designed and installed bespoke warehouse systems on IBM platform. Led acquisition of Gwentoy Group from Restmore Plc.

Senior Management Accountant - Alberto Culver ¡V 1983 / 1985
Manufacturing FMCG, mainly Blue Chip customers. Instigated product cost review ultimately saving 4% of total production material costs. Drove though revised processes to ensure adequate evaluation and monitoring of New Product Development. Decimated reporting timescales and introduced exception reporting via modelling system.

Systems Accountant - B&Q ¡V 1979 / 1983
Implemented new IBM systems. Transferred accounting systems from bureau. Supervised pilot Epos evaluation. Integrated accounting and systems from acquisition of Dodge City chain of 100 stores. Specified and project managed new payroll system.

Cost Accountant - Dent & Hellyer ¡V 1977 / 1979
Part of huge ailing manufacturing group. Resolved massive year-end stock variances. Conducted full product cost review. Wrote and implemented payroll coin analysis program. Streamlined production reporting and export systems.

Education

Date of Birth 15/01/58
Nationality British
Family Status Married, with two teenage children
Health Good
Professional Qualifications FCMA
Home Address Willow Bank, Belbins, Romsey, Hampshire, SO51 0PE
Leisure Interests Power Boating, Motor Racing

Skills

I am profit motivated and particularly enjoy the achievements of managing organisations through periods of accelerated change. The commercial challenges of regenerating failing businesses are of particular interest to me.

Languages

English

Other

¡§What employers want are sparky people who make things happen. Most are looking for successful disobedience, people who will step out of the safe square¡K.¡¨ Kate Tyzack ¡V Marks & Spencer Plc. The challenge is to find those people who will take the step.

All problems can be solved, but you can not cure anything on your own. Sound staff management skills are the key to resolving problems

ľ Lead by example
ľ Be honest and straightforward with your staff
ƒæ Seek and expect the truth ¡V you can only cure REAL problems
ľ Staff must have clear objectives to focus on
ƒæ Get it right first time ¡V it takes three times as long to resolve later
ƒæ Do not be afraid to admit that you got it wrong ¡V the sooner you do, the faster you can resolve the issue

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