I have combined thirty years in senior financial roles in the water industry with voluntary roles in local and national charities. I have the ability to help organisations express their core purpose through their financial plans and performance, building an understanding of the keys to financial sustainability and the tools and techniques appropriate to the charity's size and needs. My Board level experience has also equipped me to lead governance, stakeholder engagement, and change management initiatives. I have played key roles in the merger, acquisition and post-merger integration of a major international corporation, a medium-sized UK-based group and a national charity. I have a personable style that quickly builds rapport at all levels and enables me to lead or contribute to teams as the circumstances require.
Development of a business case for the merger of two medium-sized hospice care organisations
Identifying synergies from support functions and combined procurement, opportunities for growing retail activities and the impact on core service provision. Working with key members of the two leadership teams, I prepared medium-term financial projections for the merged entity, wrote a full report describing the basis of the projections and made presentations to the Boards of both charities.
Due diligence for the merger of three local MIND associations (and a trading subsidiary)
Working with a legally qualified fellow consultant, we agreed with all three clients a common set of information requirements, managed the data assembly process and produced reports for the Boards all three charities and the trading subsidiary. The reports covered governance, organisational structure, trading performance, balance sheet strength and contractual liabilities, highlighting key issues and drawing out areas of best practice and opportunities for development.
Funding application for a single site counselling centre
I led a small project to develop a proposal for a new loan to help the owner of a successful counselling grow services to become self-sustaining over the medium term. This involved agreeing growth forecasts, modelling the financial impact and justifying the size of the loan required and the basis of repayments.