Client Outcomes
Nov 04 to Dec 08 - Manufacturer (£7m)
As CFO then CEO, move company to £600,000 pa profit from £650,000 pa losses. Now back to CFO. Company originally saved by the introduction of £486,000 invoice finance. Now no borrowings, no asset based finance, and £1m free cash. Client recently sold to Swedish Corp. for c£6m.
Introduced by RBS, debt GE
Oct 06 to Jan 08 - Logistics Group (£18m)
As CFO, raised £1m asset backed finance, all of which has been repaid within 18 months depsite 50% growth. Annual profits have risen from £700,000 (2006) to £1.5m (2007).
Introduced by RBS, debt LTSBCF
Mar to Aug 06 - Healthcare Group (£10m)
As CFO to help the company improve profitability so that it could pay off £500,000 delinquency with the Inland Revenue.
Introduced by Tenon, LTSBCF, debt LTSBCF
Mar to Aug 06 - Patisserie (£8m)
As Operations Director, restore the company to profit after five years of losses.
Introduced by Barclays
Aug 02 to Sept 03 - Household electronic equipment manufacturer (£6m)
As CEO to move the company from £100,000 pa loss to £500,000 pa profit.
Introduced by RBS, debt UPS and RBS
Sep 00 to Mar 01 - IT Services Group (£30m)
As CEO then later CFO: re-finance the business, establish continental presence, and restore company to break-even after £7m losses in previous year.
Introduced by Lyceum Capital (formerly West PE)
Nov 99 to Jun 00 - Software Group (£10m)
As CFO, move company to positive net worth from negative net worth of £500,000. Restore profitability. Raise £4m VC finance. Sold to Bottomline Technologies.
Debt Barclays and Close Brothers
Nov 97 to Mar 99 - Post production technology company (£4m)
As CFO and briefly in charge of operations, to put procedures into the company that allowed it to grow from its original start up condition. Sold to Miranda Technologies.
Jul 97 to Jul 98 - Engineering Company (£10m)
As CEO, move company from break-even to £750,000 pa profit. Sold to KONE.
Introduced 3i, debt 3i, and Barclays
Jan to Jun 96 - Hospitality Systems Manufacturer (£20m)
As Operations Director, increase factory throughput from £13m to £20m with no additional manpower or equipment.
Aug 94 to May 95 - Electronic Components Manufacturer (£11m)
As CEO, turn company to profit after seven years of losses. Principally shop floor re-organisation and reform.
Introduced by Northern Development (now One North East)
Oct 93 to Dec 95 - PC Manufacturer (£100m)
As CFO, accelerate growth by increased control over current assets. Provide meaningful management accounting and added value information. Introduce corporate standards in administration and finance. Help the owners to sell the business to Amstrad.
Dec 91 to Mar 93 - PC Component Manufacturer ($500m)
As Director of the European Operation (t/o $240m) to turn around the European company by renegotiation of contracts and improved scheduling to match the plans of Europe's PC manufacturers. To release $5m worth of cash by improved debt collection and stock rationalisation.
Dec 85 to Jun 88 - Built Fluid Distributor ($24m)
As Director responsible for the finance and logistics functions, to move the firm from repeated losses of around $1m pa to $0.5m profit by improved control of the tank fleet. To add over $1m pa to revenues by improved demurrage collections. To introduce route pricing thereby, increasing both utilisation and margin. To grow the group three fold by the addition of new agencies.