Private Equity Chief Financial Officer (CFO)

Served as Group CFO for the PE-backed sports, media, rights and technology business, owning a £200 million P&L and supporting seven global sites, 400 employees and a 36-person team.

Executed pre-exit priorities including a £150 million refinancing, divestment of a £35 million enterprise-value unit, acquisition integration onto a single ERP, acceleration of global close and audit, and succession planning. Increased EBITDA by 5% through pricing, cost discipline and operating-model changes, while simplifying the group structure to save £2 million.

Acted as CFO for a family-office-backed SaaS, Microsoft partner, digital and managed-services business with £15 million ARR and 120 employees.

Led board and investor alignment on post-merger integration across four sites, delivering a £1 million cost reduction and moving the business from EBITDA loss to £3 million profit. Created a new finance function and migrated Xero to Sage X3, reducing reporting time by two days and improving margin visibility.

Advised the CFO and board of a PE-backed SaaS commodity-price-data company with £50 million ARR, five global sites and 300 employees.

Supported growth from £40 million to £50 million ARR and identified £30 million of new and upsell opportunities toward a £100 million roadmap. Built a SaaS KPI pack, launched a project management office, and introduced travel and expense policy and cash reporting.

Held finance-director responsibility for a £140 million practice-group P&L within a top-20 UK law firm, covering eight offices and 480 employees.

Improved focus on key performance metrics, contributing to a 12% profit increase. Guided a group restructure that strengthened pricing, discount management and utilisation by approximately 10%.

Worked as Fractional CFO for an owner-managed SaaS predictive-dialler telecommunications business with £3 million ARR, three global sites and 50 employees.

Scaled ARR from £3 million to £10 million through pricing, product and operational improvements. Strengthened FP&A processes and supported the business through a multi-year growth period.

Led finance for an AXA Insurance portfolio SaaS cyber and crisis-management business with £50 million revenue, 320 employees and five global sites.

Delivered a pre-exit repositioning, 30% ROI from ERP optimisation, a £7 million raise, £5 million product investment, and an 8% transfer-pricing tax saving. Grew revenue from £30 million to £50 million and EBITDA from £2 million to £10 million, supporting an exit enterprise value of £100 million.

Served as Board Finance Director in claimant law, data and technology insurance operations, supporting a £20 million revenue business with 316 employees within a large listed insurer.

Led a turnaround that increased sales from £20 million to £100 million and improved profit tenfold. Delivered £5 million in savings through offshoring 100 roles and closing a site, while strengthening FP&A, audit close and Risk and Audit Committee reporting as COFA.

Owned the P&L for Deloitte UK's £460 million Advisory business, covering 2,000 staff, 21 offices and an 11-person team.

Developed a shared-service-centre proposal expected to save £8 million, supported 15% sales growth and improved margin by four percentage points.

Acted as UK Board Controller for a top-25 law firm, with responsibility for £200 million UK sales, 975 employees and a 30-person team.

Increased revenue by 20% and margin by 5% through commercial pricing and structural changes. Improved billing speed by 30%, reduced lock-up by 10 days and enhanced financial controls.

Led group financial control for a top-25 law firm with a £260 million revenue P&L, 33 sites, 2,000 employees and an 85-person team.

Refinanced a £50 million facility and renegotiated capital-debt arrangements. Improved revenue by 5% and margin by four percentage points, oversaw COFA and partner tax matters, and sponsored an £80 million carve-out.

Served as Group Finance Director for an international law firm with a £135 million revenue P&L, six global sites and a 35-person team.

Increased revenue by 18% and margin by 5% through stronger pricing and working-capital discipline. Introduced WIP sign-off, lock-up-linked distributions, discount controls, a €5 million FX hedge and ERP rollout.

Held a permanent Finance Director role in global functions for EY, with ownership of a $600 million P&L, a £3 billion investment fund, partner earnings and a team of 60 plus 230 shared-services employees.

Supported revenue growth from $25 billion to $35 billion, launched a $5 billion service line, improved margin by four percentage points, and completed due diligence and integration for acquisitions and carve-outs. Delivered $30 million of savings through shared-services design and $10 million through an area restructuring programme.

Served in a permanent Board Group Finance and IT Director role at a buy-and-build listed business operating in medtech, software and market research.

Led a £60 million management buyout, sale of a £20 million enterprise-value subsidiary, an £8 million market raise and three bolt-on acquisitions generating £5 million of synergies. Grew sales from £20 million to £50 million, increased profit from £1 million to £5 million and opened a shared-service centre saving £5 million.

Worked in a permanent Group Financial Controller role for an Apax Partners-backed telecommunications business with £20 million revenue, 150 employees and five global sites.

Supported £3 million of funding, grew revenue from £14 million to £20 million and EBITDA from £4 million to £10 million. Helped deliver an exit at £200 million enterprise value and 43x ROI.

Worked as an Audit Manager in a permanent role, leading audit teams and undertaking due diligence assignments.

Completed an industry secondment and developed experience in audit delivery, transaction support and client financial oversight.

Completed ACCA-equivalent accountancy education.

Fellow of the Association of Chartered Certified Accountants.

Completed EY coaching certification.