WHY USE US?

I am a UK qualified Chartered Accountant, based in Singapore, with 30 years of post-qualification experience in audit, compliance and commerce.

The interests of my clients are always my first priority, and I go above and beyond to make sure they get the results they need.

Whether you’re about to launch a new project, need advice on expanding your business, or would like a timely tip on matters big or small - I’m your go-to source. Contact me today to set up a meeting and find out more about what I can do for you.

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I am an experienced CFO with broad and deep skills in delivering growth and creating value through strategy and planning, performance improvement, transformation, and business development.

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My professional passion is for designing and implementing creative, sustainable solutions that enable the businesses I serve to grow and flourish.

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I have worked in global and regional roles covering Asia, US, Europe, Middle East, Africa and South America.  Cumulatively, I have lived in Singapore for 15 years and have at various times lived in the UK, Australia, the UAE and South America.

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I have held senior roles in commercial finance, shared services, assurance and compliance and I sat on the Risk Committee of a major listed UK company.

I was most recently CFO of Informa Markets and part of a senior leadership team who oversaw the creation of the largest event organiser in the world, building revenues from $300m to $2b in 5 years whilst continuously delivering above market growth rates and margins.

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We successfully integrated $7b of acquisitions including the realisation of significant revenue and cost synergies. 

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I have led and participated in projects which have delivered successful outcomes in the areas of M&A integration, key performance indicators, team building, financial planning & analysis, pricing, risk management and turnaround strategy. 

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Examples of such projects include:

• Embedded long term planning within a business, identifying and accelerating growth initiatives to support digital strategy, launch of new products and services, geo-cloning, brand extension and pricing.  These initiatives added 2% to 3% to top line revenue growth.

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• Spearheaded the design of a simplified, customer-oriented product taxonomy replacing more than 100,000 product descriptions with 60 core product offerings.  The simplified taxonomy allowed the business to sharpen its customer value proposition and provided more opportunities to cross-sell and up-sell product bundles.

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• Delivered improved analysis and insights and solved for the complexity of a multiple ERP landscape by deploying a new cloud-based FP&A platform as the single version of the truth for financial planning and business performance measurement.  Clear, consistent and more timely reporting empowered business managers to make better informed decisions.  

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• Established a more professional, spend category driven procurement organisation, realising financial benefits of more than $50m over a four-year period, by identifying and addressing pain points and process inefficiencies in sourcing, contracting, supplier relationship management, compliance and approvals.   Selected and deployed Coupa, a cloud-based procurement platform, across 14 countries in the Americas, Europe and Asia.

• Brought together 200 finance professionals, who mostly joined through acquisitions, and married a range of different cultures and approaches into a cohesive, high performing team during a period of significant change and complexity.

• Built from scratch a full-service regional shared service centre, headquartered in Singapore, with a focus on operational excellence and best-in-class service delivery to address the issue of managing finance in rapidly expanding but fragmented regions.  The SSC achieved scale, developed specialisations, and mitigated risk across a complex, multi-business region that comprised Asia, Australia, New Zealand, the Middle East and Africa.

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• Led the turnaround of a company which had over-reached following a period of rapid international expansion and was suffering from severe cash flow challenges.  Course corrected by realigning the business model to one that focused on fewer but higher quality products and services.  Injected funds through the sale of non-core assets. Delivered significant working capital improvements by introducing better billing systems, collections processes and reporting.   Improved reporting and reduced cost of finance by deploying a new global finance system and by simplifying the corporate structure in a properly documented, tax compliant way. Consequently, the business became strongly cash generative and the shareholders were well-rewarded through regular dividend distributions.