KEY SKILLS / EXPERIENCE

Experience
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Abbeyfields Consultancy Limited comes with over 8 years of financial experience including 5 years Post Qualified Experience (PQE) as an Associate of the Chartered Institute of Management Accounts (ACMA) with wide ranging financial and management experience within the FMCG, property management and property development sectors.


Self motivated and passionate with proven track record of delivering to tight deadlines within a demanding environment while remaining composed and focused. Experience leading a team through challenging scenarios and delivering results whilst having the ability to work with all levels within large organisations.


Below is a detailed list of the key skills and experience you’d be hiring.



KEY SKILLS


  1. Superb technical skills and confident user of new systems,

  2. Analytical thinker and problem solver,

  3. Excellent communication skills, experienced report writer and presenter to senior management with the ability to

  4. influence key decision-making,

  5. Excellent IT Skills (SAP R/3, Business Warehouse, Hyperion, SAGE, Microsoft Office, TRAMPS, Quickbooks),

  6. Advanced Excel skills including v-lookups, IF statements, pivot tables, h-lookups and recording of macros,

  7. Collecting and analysing commercial data to enhance business performance,

  8. Experience of project management and formulating strategies to ensure project deadlines are met. (PRINCE 2

  9. study will commence in February 2012 to enhance these skills).



PROFESSIONAL EXPERIENCE


ABBEYFIELDS CONSULTANCY LIMITED

Hammerson Plc. - May 2011 – January 2012

Project Accounting Consultant

Working as a consultant on the transition of several major UK shopping centres between property managing agents and assisting in the financial management of Aberdeen’s newest shopping centre, Union Square whilst offering mentoring and training to staff on financial procedures.


  1. Gate-keeper between old/new property managing agents, ensuring all issues are dealt with at source to enable a

  2. smooth transition.

  3. Develop relationships between new property managing agents and shopping centre teams.

  4. Creation and presentation of revised onsite shopping centre controls including a major roll out of all new

  5. procedures to on-site financial teams, general managers and other key stakeholders.

  6. Gathering key financial transition data from several shareholders for analysis prior to transferring to new managing agent.

  7. Installation of new financial systems on-site at shopping centre, including uploading of arrears, creditors, chart of

  8. accounts and general ledger information.

  9. Mentoring and training of financial and non-financial team members on the implementation of financial processes.

  10. Project chair of weekly accounts meetings, gathering data on key milestones and providing feedback to steering

  11. group committee.


  12. Detailed assistance in the financial management of a newly opened Scottish shopping centre, including:

  13. -Detailed financial analysis of expenditure to ascertain correct cost base of shopping centre. Presenting

  14. -findings to senior directorate,

  15. -Development of accurate financial reporting model to analyse actual spend vs. forecasted spend vs. budgeted

  16. -spend, presenting findings to senior staff from within the financial and non-financial communities.

  17. -Business partner to on-site budget holders including shopping centre general manager.

  18. -Development/Implementation of financial controls to reduce risk of fraud on-site.

  19. -Financial modelling of car park trends to maximise revenue to landlord.

  20. -Review and analyse operating results in relation to costs, budgets and performance.

  21. -Completion of year end financial process reporting variances of budget vs. actual to senior shopping centre

  22. team.

  23. -Liaising with external audit team on the closedown of the yearly accounts to RICS standards.



DTZ

Finance Manager – Retail Asset Management - June 2008 – May 2011

  1. Overseeing a team of 12 in the financial reporting of 9 high profile shopping centres including Bullring and

  2. Highcross in Leicester and 19 UK based retail parks.

  3. Project lead manager of a team of 7 identifying historical cashflow shortfalls, c£1.5m and presenting/

  4. recommending solutions to client senior directorate team, spanning a period of 2 years.

  5. Attend monthly client meetings with Operational Financial Controller to review KPI’s, team performance and

  6. processes.

  7. Business partner to surveyors, shopping centre teams and client directorate on budget vs spend analysis vs

  8. forecasted costing.

  9. Restructuring of team to enable effective and streamlined processes, which adhere to client reporting.

  10. Deliver commercial reporting enabling key decisions to be made by the client senior management team.

  11. Development of new financial and controls on The Bullring for Car Park income and expenditure and also

  12. Commercial income and expenditure.

  13. Creation and implementation of budgetary financial model to assist in the apportionment of actual cost base vs

  14. budget, presenting findings to Senior client directors.

  15. Preparation of monthly cashflow reports to enable effective management of available funds.

  16. Liaising with shopping centre General Managers and Finance Managers on the implementation of financial

  17. processes in order to reduce business risk and increase control/efficiency.



CADBURY TREBOR BASSETT                                                           

Financial Analyst – Export Finance - Nov 2006 – May 2008

  1. Reporting a profit and loss account of c£100m to the head of supply chain finance.

  2. Developing new financial reporting model to assist in the understanding of ‘actual’ reported profit/loss vs.

  3. ‘forecasted’ profit/loss vs. ‘budget’ profit/loss.

  4. Preparing monthly accounts and commentaries vs. budget and forecast.

  5. Liaising world-wide with 35 inter-companies within the Cadbury Schweppes group resolving invoicing or pricing

  6. issues and other ad-hoc queries.

  7. Setting annual budget and communicating prices to inter-companies.

  8. Continued development of supervisory skills with 1 line report. Conducted regular 1-2-1s, half year/yearly

  9. appraisals, career development and succession planning.

  10. Analysing sales data to reduce cost of goods to inter-companies.



Accounts Payable Line Manager - Sept 2005 – Nov 2006

  1. Lead a team of 13 accounts payable administrators, set and communicated team and individual objectives,

  2. monitored performance and delegated tasks to enhance capability.

  3. Resolved team and individual queries, conducted regular 1-2-1 performance and feedback sessions, half yearly/

  4. yearly appraisals resulting in personal development plans.

  5. Prepared KPI’s reported to senior management on the performance of the accounts payable function on a weekly

  6. basis.

  7. Generated payment runs (c£25m) whilst complying with Sarbanes Oxley.

  8. Co-managed the outsourcing of the accounts payable department to India,

  9. -Ensured that challenging targets set by senior management were achieved.

  10. -Strategic management of Accounts payable team to ensure results were met.

  11. -Motivated administrators through the restructuring process.

  12. -Communicated with all Cadbury Schweppes suppliers and internal stakeholders regarding the outsourcing

  13. project.



Finance Manager                                                          

Jigsaw Consortium Limited, Birmingham - Nov 2003 – Sept 2005

Marketing database joint venture between three multi-national blue chip businesses, Cadbury Trebor Bassett, Unilever and Kimberley Clark, holding over 10 million names.  Annual turnover of c£6m reported directly to Directors of Marketing.


  1. Conducted financial review of business, including:

  2. -Improved Invoicing process and payments.

  3. -Prepared monthly accounts and commentaries to aid decision making of marketing directors.

  4. -Presented half year/annual results directly to the Directors of the business.

  5. -Organised working capital requirements including Cash, Debtors/Creditors to ensure optimum cash availably

  6. - and reduce aged debt.

  7. -Prepared Statutory accounts to UK GAAP standards.

  8. -Liaised with external auditors during year end process and ensured timely availably of accounts.

  9. -Attended monthly budget meetings, highlighting current financial position and resolving queries.

  10. Developed and maintained external relationships with HMRC Taxation and VAT departments, Bank manager and

  11. external taxation departments.



Financial Analyst – Central Finance Department - Oct 2003 – Sept 2005

  1. Conducted a variety of financial activities to comply with a strict accounting calendar.

  2. Managed Facilities Management / Art and Design Studio and Security cost centres. This involved regular meeting

  3. with heads of department to discuss forecasted expenditure and year to go budgetary requirements.

  4. Developed period end reporting process to allow a more efficient and accurate inputting of period end numbers

  5. into the Hyperion.

  6. Liaised with HMRC Intrastat department to advise on the development of Intrastat reporting package reducing

  7. paper based procedure and automating processes.

  8. Worked on the largest ever SAP Global implementation project, with a complete revamp of the SAP ERP system.

  9. Detailed tasks included data validation of cutover data and review and testing of new procedures under the new

  10. system.



Finance Administrator – Central Finance Department - Mar 2003 – Oct 2003

  1. Processed invoices and journals and submitted month-end results to Cadbury Schweppes accounting

  2. consolidation team.



ASHCROFTS CHARTERED ACCOUNTANTS

Accounts Assistant - June 2002 – Feb 2003

  1. Dealt with a variety of activities including payroll, Bookkeeping, VAT returns and Financial Accounts. Experience

  2. gained using the TAS Books software programme.
















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