Flex Manager

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Interim manager

Interim manager

Work Experience

A resourceful individual who after completing five years in the Accounting profession has combined extensive experience gained in a number of career progressions within the motor retail sector together with a detailed and wide ranging experience within manufacturing industry.
Having the ability to evaluate the overall requirements of Company organisations and possessing the necessary qualities to see business plans, strategies and company objectives to completion. The last eight years providing a resource in Financial Management, DMS implementation and training, Interim Management and Company Divestments operating through his Company, Management Limited.

Network Rail UK July 2003 - current
Interim Financial Manager (Project Rio)

Rio is a 18 month project of providing additional passenger services whilst modernizing the West Coast Route, project budget £75m

Set up of financial procedures for the project in line with company policies and guidelines.
Implement proper computerized systems for controlling all data input to the books of account.
Develop and maintain accounting procedures and routines so as to ensure integrity of the books of accounts.
Set up of monthly project-specific audit procedures so as to ensure integrity of period spending of contractors against budgeted cost.
Responsible for the control and forecasting of cash requirements.
Prepare four weekly period, interim, and annual accounts.
Regular reconciliation of all control accounts and balance sheet accounts.
Revenue analysis.
Ensure that all necessary documentation has been provided by subcontractors, in line with the terms of relevant legal. Agreements.
Ensure that all taxation matters are properly dealt with and that the accounts comply with the requirements of Companies Acts, Inland Revenue, HM Customs and Excise, professional accounting bodies and Network Rail.
Monitor sub-contractor spending against authority and budgets.
Work with Project Manager in team environment towards management objectives.
Dispute resolution.

P & O Trans-European Ltd June 2001 to October 2002
I was engaged by P & O Trans-European Ltd to prepare for and dispose of their Franchise interests in the distribution of MAN trucks and Volkswagen vans.
I was given full authority for all the financial aspects of the business in its lead up to disposal and thereafter for the divestment accounting and administration.

Quicks Motor Group March to June 2001
Engaged by their head office in St.Albans to investigate and review the Accounts of three dealerships before presentation to the Auditors.

Pendragon Motor Group September 1999 to September 2000
Responsible for the Divestment accounting and administration of three Peugeot dealerships in the West Midlands. Duties included agreement of all stock values and contractual prepayments and liabilities. Finalisation of the completion statement and operational handover of the companies to the incoming purchaser.

Mercedes- Benz Commercial Vehicle Preparation Centre January to July 1999
The Commercial Vehicle preparation centre at Wentworth Park had for the past nine years operated as a cost centre for Mercedes-Benz (U.K.) Ltd. The turnover being £16 million with a workforce of 150.
The core operation of the site was as follows:

Vehicle modifications to comply with U.K. requirements.
Vehicle modifications to customers specifications.
Completion of and conversion of vehicle bodies including buses.
Used vehicle repairs.
Paint and Body repairs
The above operations being serviced by a large Parts Department.It was a main board decision that the site would become autonomous and therefore a profit centre.

I was given the responsibility of installing a computer system to record commercial transactions and to provide meaningful management information. It had already been decided that the system to be installed was to be the Mercedes-Benz Dealer System because of the similarity of current operations within a workshop environment and that of a retail motor dealership. It was also considered to be a low risk, low cost solution because it had experienced resources within the organisation.

Having consulted with senior management on site together with representatives of Mercedes-Benz (U.K.) Limited through a steering committee, I over a period of six months re-engineered and established the new company structure, strategies, and control procedures necessary to enable the operation to become autonomous from Mercedes-Benz (U.K.) Limited. Successfully implementing an amended version of the Mercedes-Benz dealer system.

Lex Retail Group Nov 1995-Oct-1998
After completing my engagement at Lex Ford Maidenhead I was invited to support the divestment administration office at Ruislip.
I was made responsible for the total divestment accounting and administration of a number of dealerships that had recently been sold, utilising Kerridge Autoline Rev 7.4 together with previous versions and reporting monthly returns on Excel spreadsheets.More recently I was based at Lex Seat Newport preparing the accounting and administration for the Dealership for the eventual sale or closure.

Lex Ford Maidenhead
After receiving an adverse internal report I was requested to review and evaluate areas of risk and to recommend areas where improvement could be made quickly by setting up procedure and controls.
This included the following;-
An appraisal of the points raised in the audit report.
Detailed instruction to all front facing members of the company including all managers to the awareness of company policy and procedures, and to commercial best practices.
Establishing procedural control for all vehicle sales administration.
Policy compliance reviews
Departmental staff training on the Kerridge system.
Recommendations and advice on departmental administration structures.

Lex Rover Stourbridge
Prior to the regionalisation of the accounting function in Birmingham, I was given the responsibility to re-establish the maintenance of and to re-appraise the accounting and administrative controls for the dealership.
After the investigation of, and reconciliation of all Balance Sheet accounts together with all manufacturers accounts in subsidiary ledgers, I in a consultancy role, reviewed the systems and operating procedures of the Company, which resulted in a number of staff changes through management restructuring. I carried out staff
training in the new procedures.
Working through the Regional General Manager significant cost savings were achieved.
Through my advice and recommendations I was instrumental in the adoption of the developing structure of the regional office.

Lex English Ford Eastbourne
I was seconded by the Lex divestment team to control the accounting and administration of the dealership in the run up to disposal. This involved the reconciliation of all the Balance Sheet control accounts and intensive credit and cash control while still maintaining the morale of the management and staff. Subsequent agreement of stocks and direct involvement in the handover to the new owners.

Lex English Ford Poole
After they had received an adverse Internal Audit report I was seconded to their largest Ford Dealership, Lex English Ford in Poole Dorset.
Over a period of five months I investigated the causes that were giving concern so that I may rectify the situation. This included the following-;
Investigation of, and reconciliation of all Balance Sheet Accounts.
Reviewing of all administrative and clerical procedures and their interaction with all departments.
Review of Operating procedures and controls for the effect this had on Accounting and document control.
Advice and recommendations to the General Manager on changes to the Administration structure and procedures.
The reorganisation of the Vehicle Rental Operation including the writing of the Accounting and Operational instructions.
A.L.Dunn & Co Ltd. Manufacturers of Automotive Products 1994/1995
Acting Management Accountant
A twelve month contract with duties including preparation of half year end and year end statutory accounts with supporting schedules. Reconciliation of control accounts, preparation of management accounts for a subsidiary company and preparation of budget modules using Lotus 123. Activity cost centre analysis based on production activities.

Le Bas Tube Co.-Turnover 10 million- a division of Senior Tube Ltd.April 1993-February 1994
Over a ten month period and initially assigned to reconcile Financial Stock accounts to computer generated stock movements, I subsequently became directly involved in a rescue exercise of re-establishing statutory accounting procedure for the company and eventually immersed myself into a full financial role.
the following are an extraction of the degree of involvement:
Closure of Nominal Ledger on old computer system, re-establishing balances and implementation of new computer system(J.B.A.), the structure of accounts based on five departments within three locations. Production of Monthly Profit & Loss account and Balance Sheet and completion of year end packs for group reporting. Introduction of daily controls for Cash received, Sales Ledger postings and cash flow reporting.

R.A. Extrusions Ltd 1990-1991
Acting Company Accountant to two plastic and adhesive manufacturing companies, each with a turnover of £5 million, utilising Apricot Accountant business systems.
Duties included implementing systems procedures, introducing daily cash flow controls, preparation of management accounts, producing budget variance reports and statistical analyses using spread sheets.

Nissan (UK)Ltd 1988-1989
I was recruited as a Dealership Accountant with full responsibility for the Sales administration and Accounting function. After installing a Kerridge dealership accounting system with integrated stock ledgers for the new Erdington Dealership,
I was promoted to Financial Controller at A.F.G. Wolverhampton where my achievement was to correct the disorganised Accounting and Sales Administration operations and implement new procedures and financial controls. Completion of monthly Management Accounts and return of statistics to Group Head Office.
I was for a period of two months left to manage the dealership in the absence of a Dealer Principle.
All dealer accounting functions were later centralised at Nissan UK in Worthing and I, along with many other accounting staff was made redundant. As this procedure seemed to be common within the motor trade at that time, I decided to take on freelance contracts.

Parsonage Transformers Limited 1987-1988
A long term assignment with two companies manufacturing transformers and motor accessories where I was responsible for all financial and management accounting. I was offered a permanent post with Nissan U.K. which I accepted.

Tenancies within the Licenced Trade 1981-1986
Leavlite group of Companies 1981
Responsibility for all financial and management accounting for two subsidiary companies of B.P. employed in electropainting processes. I headed a project to select a computer system for the group and subsequently installed an Olivetti 6000 based package.

L.C.P.Holdings Ltd / P.J.Evans Ltd./ Evans Halshaw 1976-1981
P.J.Evans Ltd. was a wholesale and retail distributor of Austin, Rover, Triumph, Jaguar and Rolls Royce vehicles.(13,000 units per annum)
Originally recruited to merge the Financial Accounting function of newly acquired
companies installing a N.C.R. computerised V.R.C.system, I was elected by the Group Financial Director to revise and update the accounting systems in preparation for full computerisation. Heading a computer selection project involving the specification of the group’s Business System requirements, selection of a suitable computer system and preparation of the Business Case that was successfully presented to the Board of Directors.
I was promoted to the position of Data Processing Manager at the Group’s Head Office working with a new team installing Hoskyns Modular Systems running on a Hewlett Packard series 3000 computer and later as Systems Consultant to the Group’s newly acquired five Ford Main Dealerships.
Because of the general decline in the motor trade in this period, I was unfortunately made redundant.

Kenning Motor Group1972-1975
Area Accountant
Divisional responsibility for the co-ordination of Financial and Management accounting of nine locations retailing vehicle hire, internal and customer servicing, parts and forecourt operations.
During this period I established a regional accounts office including training of ten staff members.

Hanger Investments Limited 1967-1971
Management Accountant
In this position I reported to the Group Financial Director for monthly management accounts of the holding company which included three Ford Main Dealerships. My duties included;-
Consolidation of group management accounts; co-ordination of group interpretation of Kalamazoo computerised system and assisting the Financial Director in group working capital requirements; completion of budget comparisons and cash flow schedules. subsequent direct involvement by secondment to act as Dealer Accountant at a large motor distributorship within the group, later returning to my head office role. It was the necessity for a line appointment that I made my move to the Kenning Motor Group.





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