Jim Brown

Stiller Group was rapidly expanding through acquisitions and needed to consolidate its accounting operations. Engaged to lead project. Led requirements analysis with stakeholders; defined new operating model and business processes; restructured team following exits; revamped profitability reporting to increase visibility and control; led automation of balanced scorecard reporting; and created consolidated reporting pack. Succeeded in delivering integrated accounting services operation and… Show more

Stiller Group was rapidly expanding through acquisitions and needed to consolidate its accounting operations. Engaged to lead project. Led requirements analysis with stakeholders; defined new operating model and business processes; restructured team following exits; revamped profitability reporting to increase visibility and control; led automation of balanced scorecard reporting; and created consolidated reporting pack. Succeeded in delivering integrated accounting services operation and received personal commendation from MD. Show less

Dewhirst Retail was experiencing cash flow and profitability issues within its 5 outlets whilst also losing its FD. Engaged to stabilise the business. Analysed profitability, finance structure and processes; identified issues; recommended closure of 2 outlets; discussed revenue generating actions; re-defined FD / FC responsibilities and re-structured team; re-engineered processes; and advised MD on sale, restructure and closure options. Succeeded in reducing staff costs by 25% and deferring… Show more

Dewhirst Retail was experiencing cash flow and profitability issues within its 5 outlets whilst also losing its FD. Engaged to stabilise the business. Analysed profitability, finance structure and processes; identified issues; recommended closure of 2 outlets; discussed revenue generating actions; re-defined FD / FC responsibilities and re-structured team; re-engineered processes; and advised MD on sale, restructure and closure options. Succeeded in reducing staff costs by 25% and deferring £0.5m payments to improve acute short term cash flow issue. Show less

Home Group was behind schedule on a major strategic bid for a large Ministry of Justice (MOJ) outsourcing contract to provide probation services. Engaged to construct integrated costing model. Analysed MOJ specifications; engaged with delivery model SMEs to determine model requirements; designed / built matrix model incorporating sensitivity testing and reflecting complex costing structure; and presented model to key stakeholder management. Succeeded in providing a key input on time into bid… Show more

Home Group was behind schedule on a major strategic bid for a large Ministry of Justice (MOJ) outsourcing contract to provide probation services. Engaged to construct integrated costing model. Analysed MOJ specifications; engaged with delivery model SMEs to determine model requirements; designed / built matrix model incorporating sensitivity testing and reflecting complex costing structure; and presented model to key stakeholder management. Succeeded in providing a key input on time into bid process enabling Board to assess sensitivity and risks. Show less

Dene Group was experiencing financial control and cash flow issues whilst also supporting an early stage digital advertising venture. Engaged to improve financial control and help raise finance. Analysed profitability and identified issues; created accurate pipeline, WIP and forecast reporting; discussed liquidation of loss making arm; prepared / presented integrated financial model to MD and external funders; led due diligence; and assisted MD with negotiations. Succeeded in securing of £750K… Show more

Dene Group was experiencing financial control and cash flow issues whilst also supporting an early stage digital advertising venture. Engaged to improve financial control and help raise finance. Analysed profitability and identified issues; created accurate pipeline, WIP and forecast reporting; discussed liquidation of loss making arm; prepared / presented integrated financial model to MD and external funders; led due diligence; and assisted MD with negotiations. Succeeded in securing of £750K funds whilst embedding forward looking reporting structure. Show less

Meldrum Construction was growing rapidly and needed improved finance department capability to support growth. Engaged to lead restructure. Assessed profitability with MD and identified issues; restructured team; implemented streamlined invoice processing; delivered new KPI driven reporting; implemented key monthly financial controls; and led month end reporting automation. Succeeded in delivering robust finance structure which halved debtor days, achieved 25% department cost savings, and… Show more

Meldrum Construction was growing rapidly and needed improved finance department capability to support growth. Engaged to lead restructure. Assessed profitability with MD and identified issues; restructured team; implemented streamlined invoice processing; delivered new KPI driven reporting; implemented key monthly financial controls; and led month end reporting automation. Succeeded in delivering robust finance structure which halved debtor days, achieved 25% department cost savings, and reduced non-direct site deliveries from 45% to 8%. Show less

Tim Gibson Ltd was experiencing financial management issues and had inadequate reporting / poor procedures. Engaged to lead improvement project. Analysed profitability with MD; identified accounting and reporting issues; implemented management accounting procedures; created new financial controls; defined new analysis framework including trends, stock reporting and margin performance; and mentored new Financial Controller through change. Succeeded in embedding new financial management structure… Show more

Tim Gibson Ltd was experiencing financial management issues and had inadequate reporting / poor procedures. Engaged to lead improvement project. Analysed profitability with MD; identified accounting and reporting issues; implemented management accounting procedures; created new financial controls; defined new analysis framework including trends, stock reporting and margin performance; and mentored new Financial Controller through change. Succeeded in embedding new financial management structure and improving profit margins by 10%. Show less

Armstrong was unable to perform profitability / stock analysis at product level due to inadequate reporting systems which affected profitability and customer service. As Finance Consultant, led analysis. Analysed product categories; interviewed key stakeholders; defined product / distribution cost and discount parameters; researched / procured 3rd party BI solution; led configuration and testing of solution; and presented to European Board. Succeeded in achieving 20% reduction of 4000 stock… Show more

Armstrong was unable to perform profitability / stock analysis at product level due to inadequate reporting systems which affected profitability and customer service. As Finance Consultant, led analysis. Analysed product categories; interviewed key stakeholders; defined product / distribution cost and discount parameters; researched / procured 3rd party BI solution; led configuration and testing of solution; and presented to European Board. Succeeded in achieving 20% reduction of 4000 stock keeping units resulting in improved profitability. Show less