Matt_Aspinall_Interim_Manager_CV_12_April_2012
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Matt_Aspinall_Interim_Manager_CV_12_April_2012 Matt_Aspinall_Interim_Manager_CV_12_April_2012 Document Transcript

  • Matt Aspinall Mobile: 07702 946 194 Email: matt@aspinallaccountancy.com LinkedIn profile: http://uk.linkedin.com/in/mattaspinall Interim ManagerWell regarded by peers for his natural abilities of assessing situations and quicklyunderstanding the critical factors as well as building trusted relationships withall stakeholders. Consistently successful in resolving problems and/or deliveringopportunities for all types of businesses.Chartered Accountant with proven ability to hit the ground running, focus on detail and yetpresent complex subjects in a simple manner for others, and go “over and above” inchallenging circumstances to get the job done. ACA, eight years post qualified  PRINCE2® Registered Practitioner Big Four background: Deloitte and KPMG  M&A experience: financial due diligence Strategic and commercial business partner  International exposure: Germany, France and USA People management and development  Public sector experience: NHS and Dentistry Financial modelling  Distressed advisory experience: IBRs Interim Assignments (through Aspinall Accountancy Limited)The Hut Group – NorthwichThe UK’s leading, multi-website online retailer; achieved eighth position in the 2011 Tech Track 100league table of Britain’s fastest growing private technology, telecoms and digital media companies.Interim Project Accountant (one month)Brought in to support the group finance director overhaul the short term cash flow forecastingprocess of the business which, since its formation in 2004, has experienced rapid organic andacquisition driven growth, delivering £143 million of sales revenue in the 2011 financial year. Designed and subsequently prepared purpose built self-contained short term cash flow forecast model providing full visibility over both historical and forecast assumptions from the cash transactions within individual bank accounts up to divisional and finally group level. In addition enhanced user friendliness was achieved through the use of Best Practice Modelling software and standards, with increased efficiency of the review process aided by the inclusion of a suite of dynamic chart outputs.
  • GEN II Engineering & Technology Training Ltd – WorkingtonThe UK’s largest provider of apprenticeships, further and higher education, and commercialengineering training courses to the civil nuclear sector.Interim Bid Team Finance Manager (five months)Responsible for the cost and pricing proposals within GEN II’s competitive tender submission forSellafield’s multi-year, multi-million pound training contract. Historically this training contract and theassociated government funding have accounted for approximately half of GEN II’s revenue andmajority of its net profit. Collaborated with the interim project director to prepare and present various papers to the executive management team and the board of directors suffice to enable the formulation of the tender strategy and the wider GEN II business plan. Originated the financial model utilising Best Practice Modelling software and standards; forecasting the expected delivery costs for the five apprenticeship programmes, six further and higher education programmes, and 63 short courses forming the tender. Contributed significantly to the preparation of the cost and pricing proposals document, addressing numerous challenges caused by its complex design and enabling GEN II to deliver a compliant, accurate and self-explanatory tender submission.Stewart Group – KnowsleyFormer private equity backed business is a worldwide provider of geochemical, metallurgical andinspection services to the mining and processing industries.Financial Consultant (8 ½ days over one month)Advised the group finance director on two aspects of the sale process, which culminated in theacquisition of the entire business by ALS Group for £146 million. Generated detailed and thorough financial analysis enabling management to understand and justify their view of the normal working capital levels of the business presented in the vendor due diligence report and ultimately used within the completion mechanism. Drafted a briefing paper setting out the potential components of the cash, net debt and permitted leakage definitions within the sale and purchase agreement from their seller’s perspective and that of a prospective purchaser enabling management to approach negotiations with confidence.Arrow Global Group – ManchesterPrivate equity backed company is a leading provider of debt purchase and receivables managementsolutions to mainstream creditors in the UK and Europe.Interim Finance Manager (one month)Brought in to support the recently recruited chief financial officer address a number of key areas andprojects arising as a result of the tremendous growth experienced since the RBS Special OpportunitiesFund backed management buy-out in 2009. Produced coherent and well-structured accounting manual through discussions with key personnel and the amalgamation of 50 or so existing internal control documents, in the process identifying potential control weaknesses such as the non-existent electronic file hierarchy structure and resulting integrity and version control issues for management information.
  • United Utilities – WarringtonFTSE 100 company and the UK’s largest listed water business; owns and manages the regulatedwater and wastewater network in the North West of England.Interim Financial Controller – Capital Delivery (six months)Responsible for all aspects of financial control and reporting for Capital Delivery until the sale andsubsequent handover to Veolia Water UK was completed. Capital Delivery, which held United Utilities’interests in the outsourced capital investment programmes for Southern Water and Scottish Water,generated revenues of £16.9 million and profit before tax of £3.9 million in the year ended 31 March2010. Overhauled all aspects of Capital Delivery’s management information including SAGE general ledgers, excel based work books, balance sheet reconciliations, Cognos records and monthly commentaries; correcting historical inaccuracies and errors whilst significantly improving the accuracy, transparency and understanding of Capital Delivery operations for all stakeholders. Changed approach to capturing seconded employee recharge information within Capital Delivery’s management accounts, enabling the significant reduction in preparation time from 1 ½ weeks to 1 ½ days as well as improved accuracy and transparency of the subsequent recharge invoices raised against the underlying joint ventures. Authored detailed procedure notes supported by working examples covering all aspects of financial control and reporting for Capital Delivery, ensuring a comprehensive handover to the new owner Veolia Water UK as well as providing a future reference point for United Utilities staff. Built three individual latest business estimate financial models ensuring for the first ever time the inclusion of the underlying joint venture budgets and forecast as well as the Capital Delivery adjustments to enhance understanding and drive meaningful monthly commentary and analysis.United Utilities – WarringtonFTSE 100 company and the UK’s largest listed water business; owns and manages the regulatedwater and wastewater network in the North West of England.Interim Financial Consultant – Utility Solutions (seven months)Reporting to the divisional financial controller supported and delivered a number of key projectsacross the non-regulated division, which generated £890 million of revenue from utility assets ownedand operated outside of the UK as well as the delivery of capital investment and operation andmaintenance outsourcing contracts for customers including Welsh Water, Northern Gas Networks,Southern Water and Scottish Water. Contributed to the high profile intercompany project by co-ordinating the analysis and reconciliation of approximately 100 intercompany trade balances within the Utility Solutions division, driving through significant reductions in both value and volume of aged balances resulting in the division’s net intercompany trade balance decreasing from £(27.1) to £(14.5) million over a five month period. Played key role as finance lead on the multidisciplinary team that established a divisional head office to facilitate the successful disposal of the Utility Solutions division. Contributed to the joint United Utilities/Carillon bid for the Thames Water Delivering Maintenance Excellence contract, performing detailed reviews of the bid financial model in addition to providing commercial finance advice and authoring sections of the internal approval request.
  • Corporate Career HistoryKPMG – ManchesterOne of the Big Four largest international accountancy and professional services networks.Assistant Manager – Corporate Restructuring (June 2008 to July 2009)Seconded for 12 months supporting Corporate Restructuring’s expansion into advisory services, suchas independent business reviews on businesses close to or in distress situations. Prepared and maintained the trading performance analysis covering 110 car dealership franchises presented within the independent business review supporting the successful £210 million refinancing exercise of Lookers plc. Traded for six weeks a chinese cash and carry business in administration retaining both customer and supplier goodwill whilst simultaneously maintaining weekly sales in the region of £25,000 and reducing the outstanding debtor book by 26% (£16,000).KPMG – ManchesterOne of the Big Four largest international accountancy and professional services networks.Associate – Transaction Services (January 2006 to June 2008)Recruited into the rapidly expanding department to provide financial due diligence services in supportof client’s mergers and acquisitions and/or fund raising activities. Developed the ability to get behind the numbers and understand key drivers and trends of a wide range of business models and industries through the continued honing of financial analysis skills and techniques over 16 transactions. Addressed critical questions and requirements of prospective investors through presenting meaningful commentary supported by accurate analysis of financial data in seven buy side due diligence reports, five vendor due diligence reports, two long form reports supporting initial public offerings and due diligence style reports to support two refinancing exercises. Played central role in preparing the working capital review report covering the projections within the board memorandum submitted to Monitor as part of the Wirral Hospital NHS Trust’s application for NHS Foundation Trust status. In addition prepared the historical due diligence review of the wider financial management diagnostic review on the North East Wales NHS Trust following concerns raised by the NHS Executive of Wales and Regional Director. Coached and developed a graduate throughout two of the first due diligence projects in his career followed by on-going mentoring, playing pivotal role in his subsequent achieving of the exceptional performance grading at the end of both his first and second year. Gained international experience through a 3 ½ month secondment to Dusseldorf, Germany, which also entailed travelling and working for two weeks in Paris, France and one week in San Diego, USA, preparing vendor due diligence supporting the €2.4 billion sale of ista (the world’s largest provider of sub metering, utility expense management and retail energy services).
  • The Co-operative Insurance – ManchesterPart of the Co-Operative Banking Group; is a provider pensions, unit trusts and insurance as well asfinancial advice.Interim Project Accountant – General Insurance Claims Transformation Project(January to December 2005)Hired on a 12 month fixed term contract to work alongside an interim financial controller providingfinancial support to the joint Co-Operative Insurance and Accenture project team charged withdelivering the £80 million capital spend to transform general insurance claims by rationalising theclaims management offices and implementing a SAP claims management system. Established comprehensive governance framework enabling colleagues too accurately and transparently baseline and subsequently track the benefits arising from the implementation of numerous “quick win” initiatives designed to reduce the on-going cost of general insurance claims.The Big Food Group – DeesideTaken private by Baugur in 2005, this former FTSE-250 company consisted of Iceland, Booker Cash &Carry, Woodward Foodservice and Expert Logistics.Project Accountant – Group Logistics (March to December 2004)Recruited during a time of significant change for the business with Group Logistics embarking on asignificant reorganisation programme to transfer the operations and subsequently close threedistribution centres, with similar reorganisation exercises affecting both the Iceland and Bookerbranches drawing to a conclusion. Jointly led project team reducing Group Logistics’ stock loss by approximately £458,000 per annum through performing data analysis, identification of key issues and drivers, and subsequent implementation of counter measures including an eight week project targeting stock loss claims being raised by Booker Cash and Carry branches.Deloitte – LondonOne of the Big Four largest international accountancy and professional services networks.Assistant Manager – Financial Services Group (November 2000 to March 2004)Recruited as an audit junior on an ICAEW training contract to deliver audit and assurance services toclients such as RBS Financial Markets and Abbey National Treasury Services. After 18 monthsspecialised in investment management clients such as Close Brothers Private Equity investment funds,who’s small(er) size afforded the opportunity of managing the entire client engagement fromplanning through fieldwork, review processes and ultimately partner sign off. Managed and successfully delivered six critical and complex audit and assurance engagements over a four month period enabling the £81.5 million Govett Strategic Trust to be wound up with alternative investments and/or cash returned to the investors.
  • Education and Professional Development PRINCE2® Registered Practitioner, APMG-International, 2011 PRINCE2® Foundation, APMG-International, 2011 Practising Certificate, ICAEW, 2011 Audit Qualification, ICAEW, 2009 Chartered Accountant, Associate membership of the ICAEW, 2003 BA Honours in Finance (2.1 class), University of Manchester, 1997 - 2000