Senior finance leadership role spanning two go-to-market brands with combined revenue of $300m and cost base of $200m. Member of divisional leadership team, acting as trusted commercial partner to Group MD and divisional CFO. Responsibilities span financial strategy, commercial planning, M&A, and cross-functional performance management across a complex matrix organisation. Led buy-side finance on three acquisitions including due diligence, synergy analysis, board-level valuation papers and integration planning. Drove MENA expansion strategy through partnership development and acquisition targeting. Delivered CEO-mandated margin improvement programme achieving approximately 5% operating margin uplift. Built and maintained balanced scorecard frameworks to drive accountability and surface performance risk. Owned budgeting, forecasting and long-range planning across multiple brands, influencing a three-year strategic financial plan at group level. People leader responsible for five direct reports, with focus on engagement, development and succession planning within a high-performance finance culture.

Commercial finance leadership role embedded within the go-to-market brand division. Full ownership of budget setting, reforecast cycles and financial reporting, working directly with functional heads to drive accuracy and accountability across the planning process. Active member of the divisional leadership team, contributing to strategic growth decisions and resource allocation. Delivered 15% revenue growth over two years through disciplined commercial planning and execution of go-to-market initiatives. Led price sensitivity analysis to inform pricing strategy and drive sales activity. Designed frameworks for new product investment cases and sales compensation plans, improving alignment between commercial objectives and financial outcomes.

Finance business partnering role focused on commercial decision support, financial process improvement and cross-functional collaboration. Contributed to month-end close, variance analysis and stakeholder reporting across the business. Introduced enhanced financial modelling frameworks that improved efficiency and decision-making accuracy, saving over five hours weekly across the finance function. Built capital investment frameworks and new product business cases. Worked cross-functionally to eliminate low-return initiatives, improve functional profitability and develop data-led financial tools that accelerated decision-making across the organisation.

Delivered audits of complex financial statements under IFRS across a portfolio of high-profile clients including 21st Century Fox ($26bn revenue), Universal Music Group ($6bn) and Intercontinental Exchange ($5bn). Specialised in goodwill impairment testing for private equity-backed businesses and provided technical advice on non-controlling interest disclosures and transition accounts. Managed overseas component teams and led engagement planning, driving audit margin improvement from 20% to 40%. Oversaw graduate recruitment and counselled junior staff through performance management and career development.

ACA

ICAEW

2013