Garry Porter - Surrey FA Non-Executive Finance Director (Trustee) - Candidate work sample responses

1. Name Garry Porter Location Surrey
Availability Immediate Expected Salary N/A
Work Sample
Score
3.80
Q1. Trustee's Approach To Addressing Risks And Embracing Opportunities
In your role as Trustee, you will need to consider what the biggest risks and opportunities facing our
organisation are. Explain your approach to address those challenges and embrace the opportunities?
ANSWER
As a trustee, this is a key area of focus. I would look to spend as much time as possible building an
understanding of the current status of Surrey FA and priority areas. Some key risks / challenges and
opportunities are likely to be:
• Financial restrictions – limited financial resources will hinder the ability of Surrey FA to invest in all the
areas they would like to (such as development programmes, infrastructure and other grassroots
initiatives)
• Quality of facilities – time and cost of maintaining, enhancing and building new facilities could be
prohibitive. Opportunities here are possible through collaborating with various potential partners like
local authorities, businesses and football clubs.
• Grassroots participation – growing the participation rate across the county in all areas of the game.
There is a significant opportunity across various programmes like school partnerships and
partnerships with coaching providers could help introduce more children to football.
• Volunteer recruitment – to continue to build participation requires a significant number of volunteers
across the region
• Educating coaches – ensuring suitable courses and other forms of learning are available to coaches to
give the highest quality offering. This should lead to improved player development and experience. In
my experience as a coach of an U11 team in the Surrey Youth League I have benefited from a number
of the education sessions offered by Surrey FA.
• Capitalising on these opportunities can contribute to the growth and sustainability of football at the
grassroots level, creating positive experiences for participants and fans alike.
Q2. Navigating Board Disagreement
The CEO presents an option to the board that you really like, but that the rest of the board think it is too risky
and want to reject it. Please talk us through how you might deal with that situation.
ANSWER
Handling a situation where there's a difference in opinion within the board regarding a proposed option can be
tough but, to be effective, it’s critical that a board is comfortable disagreeing and then working through to an
aligned position. I always try to act from a position of searching for the best decision for the company. To
achieve this I would consider the following:
• Different perspectives – listen actively with an open mind to others opinions and particularly in this
scenario, the objectives to the perceived risky option.

2. Name Garry Porter Location Surrey
Availability Immediate Expected Salary N/A
Work Sample
Score
3.80
• Be thorough and clear on my preferred direction. Use data where possible and highlight key benefits,
risks and mitigations and any other relevant information.
• Seek to find areas of commonality – identify areas of agreement and alignment. This can often give a
platform for teams to reach a compromised solution.
• Personal behaviour – in such situations, I always try to be as open, honest, patient and transparent as
possible. In my experience, this helps create a collaborative atmosphere.
• Finally, once a decision is taken, regardless of whether it is my preferred outcome, I play a full role in
making the decision a success.
Q3. Building Financial Acumen And Relationships With Finance Director
How would you get yourself up to speed with Surrey FA’s finances before your first Board meeting and explain
your approach to elucidate financial information to a diverse audience, including board members and
stakeholders?
ANSWER
I would see getting up to speed with Surrey FA finances before my first board meeting as crucial for making
informed decisions and contributing effectively from the outset. I would:
• Review financial documents – annual reports, budgets, strategic long-term plans etc
• Meet with relevant personnel – whether that be the finance team or individuals with current or prior
responsibility for financial management. Here, I would look to understand processes, ways of
working, key financial metrics.
• Understand revenue streams and areas of expense to start to build a view on risks and opportunities.
A regular theme of positive feedback I have received through my career is my ability to bring financial
information alive to non-financial audiences. When preparing to share financial information, my focus
is on having the audience in mind and considering what they need to know. The curiosity I have of
understanding a business beyond the financials gives me a strong foundation when considering the
most important financial information to share and how. Key techniques I have consistently used to
support this are data visuals, providing context to numbers and only showing key financials (rather
than large data tables).
Q4. Demonstrating Commercial Awareness
What do you believe you can offer Surrey FA in helping it become even more financially sustainable and
achieve growth?

3. Name Garry Porter Location Surrey
Availability Immediate Expected Salary N/A
Work Sample
Score
3.80
ANSWER
As someone looking to contribute to the financial sustainability and growth of Surrey FA, I believe I can offer a
substantial range of skills and strategies. Below are some areas where I would look to make a meaningful
impact:
Financial Management:
• Utilize my expertise in financial management to help optimize budgeting, cost control, and financial
reporting. Implement best practices to ensure transparency, accountability, and efficiency in financial
operations.
Diversification of Revenue Streams:
• Identify and explore new revenue streams beyond traditional sources. This may include partnerships with
local businesses, sponsorship opportunities, grants, and community fundraising initiatives.
Sponsorship and Partnership Development:
• Develop and strengthen relationships with sponsors and partners. Implement creative sponsorship packages
and negotiate mutually beneficial agreements to enhance our financial position.
Financial Planning for Growth:
• Work closely with the board and key stakeholders to develop strategic financial plans aligned with the 10
Year plan. This includes forecasting, risk management, and scenario planning to ensure financial resilience.
Strategic Investment:
• Evaluate opportunities for strategic investments that align with the CFA's mission and growth plans. This
could involve facility upgrades, technology investments, or youth development programs that have a positive
impact on the community and generate long-term returns.
Operational Efficiency:
• Identify areas for operational efficiency to maximize resources. Streamline processes, utilize technology
effectively, and implement cost-saving measures without compromising the quality of programs and services.
Q5. Establishing a Clear Vision for Surrey FA
Focusing on Finance as your area of expertise, you will be required to establish a clear vision for the Charity.
What do you think our priorities should be and what strategies could we deploy to achieve this?
ANSWER
Establishing a clear vision with a focus on financial sustainability, involves identifying priorities and
implementing strategies that align with the 10 year strategic plan. Some key priorities could be:

4. Name Garry Porter Location Surrey
Availability Immediate Expected Salary N/A
Work Sample
Score
3.80
Diversifying Revenue Streams:
• Identify and pursue diverse funding sources, including grants, sponsorships, individual donations, and
fundraising events. Develop targeted campaigns to attract financial support from a wide range of stakeholders.
Financial Resilience and Stability:
• Implement sound financial management practices, including effective budgeting, cost controls, and regular
financial reporting. Build and maintain reserves to provide a financial buffer during challenging times.
Community Engagement and Support:
• Strengthen relationships with the community through outreach programs, events, and partnerships. Engage
in transparent communication about the charity's financial needs, impact, and the importance of community
support.
Strategic Partnerships:
• Identify and cultivate strategic partnerships with businesses, governmental bodies, and other organizations
that share common values and goals. Leverage these partnerships for financial support, in-kind contributions,
and shared resources.
Operational Efficiency:
• Conduct a thorough review of operational processes to identify areas for efficiency improvement. Streamline
workflows, leverage technology, and optimize resource allocation to maximize impact while minimizing costs.
Long-Term Financial Planning:
• Develop a long-term financial plan that aligns with the charity's strategic goals. This plan should include
projections, risk assessments, and strategies for sustainable growth.
• Assemble a team with diverse skills, including financial expertise, fundraising experience, and community
engagement capabilities.

5. Name Garry Porter Location Surrey
Availability Immediate Expected Salary N/A
Work Sample
Score
3.80
PROFILE
Experienced Finance Director, big 4 trained with 20 years in international, blue-chip organisations across a
range of sectors and disciplines. Extensive background in senior roles spanning Business Partnering, FP&A,
Financial Control, Operational Finance and Strategy.
Most recent experience as CFO in a Private Equity backed SaaS business to help elevate the business to a more
professional level, ultimately driving growth, profitability, and investor confidence
A proven track record of building and leading high performing teams with a focus on coaching and personal
development.
WORK EXPERIENCE
Person Centred Software
Chief Financial Officer
July 2023-Present
• Member of the Leadership team and Board with private equity investors, providing strategic insights
and contributing to the organization's growth and profitability.
• Full accountability for the finance function, overseeing financial planning, budgeting, forecasting, and
financial reporting.
• Leadership of HR and Legal functions, ensuring compliance, talent development, and legal risk
mitigation.
• Driving the insertion of a commercial mindset across other functions, enhancing revenue generation,
cost control, and profitability.
• Leading the business through a transition to a more professional way of working, streamlining
operations and improving overall efficiency.
• Utilising data-driven insights to support decision-making across the business,
Sabre: Finance Director
EMEA and Global Online
January 2021-July 2023
• Managed Business units with Revenues of $600 million and led a team of finance professionals across
3 countries.
• Promoted to financial ownership of 2 Business Units within 9 months.
• Expanded role to become Sabre Director for 2 Joint Ventures in Turkey and Ukraine after 12 months.
• Redesigned investment case focus and analysis, enabling the only non-Technology investment
approvals in the business.
• Led finance initiatives for all commercial activities such as market expansion, deal investments, and
acquisitions.
• Successfully stabilised and built a high-performing finance team.
• Prioritised cash management, deferring $15 million out of the financial year and reducing costs by $4
million.

6. Name Garry Porter Location Surrey
Availability Immediate Expected Salary N/A
Work Sample
Score
3.80
• Implemented full P&L profitability reporting for Business Units, enhancing transparency and aiding
decision-making.
• Recognised with a retention bonus in 2022, awarded to only 2% of the business, to ensure continued
commitment.
• Initiated and led a Culture Ambassadors group across the finance function, enhancing global team
engagement.
Kingfisher PLC
Finance Director - Technology
June 2015–January 2021
• Fully accountable for Kingfisher’s Technology and Digital statutory entities. Lead a team of between
25 and 30 with annual spend >€400m.
• Achieved promotion to Finance Director within 15 months, with subsequent expansion of role to
include Digital, demonstrating rapid impact and leadership capabilities.
• Led the transformation of Technology finance into a credible and value-adding function, resulting in
significant improvements in engagement scores and positive feedback.
• Built a highly effective Digital finance team from scratch, incorporating startup methodologies for
increased agility and productivity.
• Assumed responsibility for stabilising and motivating the Portfolio team, providing strategic
recommendations for improvement.
• Served as a board member for Technology and Digital Statutory entities, actively engaging in strategic
discussions and effectively managing relationships with external auditors, internal audit, and the
Kingfisher Audit Committee.
• Successfully executed outsourcing activities, streamlining finance processing, P2P and Service desk
functions.
• Demonstrated strong cash management skills during the COVID-19 pandemic, negotiating deferral of
€30 million in cash and generating over €10 million in savings within the Technology cost base.
• Led the implementation of a new process to align Technology and Operating companies on targets
and effectively track Digital Sales figures.
• Achieved significant improvements in the Technology recharge process, focusing on cost transparency
and fostering engagement with Technology users to maximize spending efficiency.
• Utilised external networks to gain insights into best-in-class practices for both the Portfolio team and
the recharge process.
• Served as the finance lead on a multi-year, €400 million SAP implementation program, assuming
overall financial responsibility and providing regular updates to the Kingfisher Board.
Visa Europe
Finance Director - Digital
2013-2015
• At CEO and CFO request, moved into a crisis situation as Digital Finance Director, establishing finance
team and processes, and reducing spend by 45% in just 12 weeks.
• Built comprehensive business cases for Digital workstreams and ensured rigorous progress
monitoring, leading to increased revenue once projects were live.

7. Name Garry Porter Location Surrey
Availability Immediate Expected Salary N/A
Work Sample
Score
3.80
• Served as Visa director on Strategic Partnerships with Monetise and Beyond Analysis, contributing to
strategic growth initiatives.
• Led the finance team on a disclosed project to investigate a potential merger between Visa Europe
and Visa Inc, demonstrating strategic vision and financial expertise.
• Completed a 9-month Coaching program and became EMCC accredited.
Visa Europe
VP – Head of Planning & Analysis
2009-2013
• Promoted to Head of Financial Planning role, establishing FP&A within Visa Europe, and driving
strategic planning initiatives.
• Managed overall budget for Visa Europe (revenues of €2bn), demonstrating strong financial acumen.
• Matrix leadership of 150-200 individuals
• Successfully implemented Hyperion Planning system, enhancing financial planning and analysis
capabilities for the business
• Earned a reputation as a trusted advisor to the CEO and CFO, providing valuable insights and earning
regular positive feedback from the wider executive team.
• Led the finance team in achieving the gold standard for Investors in People accreditation, showcasing
a commitment to professional development and organisational excellence.
• Selected for an exclusive 12-month Leadership programme, highlighting strong leadership potential.
Visa Europe
Finance Business Partner
2008-2009
• Pioneered the Finance Business Partner model and successfully rolled it out across the organisation,
resulting in improved collaboration with key functions.
• Achieved a 67% reduction in month-end timeline through process optimisation, demonstrating
efficiency and strategic thinking.
• Successfully integrated finance ways of working and processes as Finance Director for Carte Bleue
during and after Visa Europe's acquisition of the business, driving business rationalisation and overall
integration.
GlaxoSmithKline
Various finance roles
2003-2008
• Member of the High Potential talent group, recognised for excellent performance and potential.
• Successfully navigated through 3 challenging full-time roles and 2 extended secondments, showcasing
adaptability, versatility, and a willingness to continuously learn.
• Promoted to the newly created position of Treasury Analyst, where I also achieved the AMCT
Treasury qualification.
• Played a pivotal role in multiple high-value Bond issues, Money Market Funds, and management of FX
exposure.

8. Name Garry Porter Location Surrey
Availability Immediate Expected Salary N/A
Work Sample
Score
3.80
• Revolutionised collaboration between Treasury and Treasury Accounting teams, fostering improved
efficiencies, and streamlined ways of working.
• Earned promotion to the role of Finance Manager, providing strong support to Global IT and Supply
Chain functions.
• Actively engaged in project investment case preparation, presentation, and tracking, contributing to
strategic decision-making and financial oversight.
Ernst & Young
Executive
2000-2003
• Successfully managed a diverse portfolio of clients in the Consumer sector, including brands such as
Coca-Cola, Whitbread, Bourne Leisure, Harlequins Rugby club, and Youngs brewery.
• Demonstrated leadership skills by assuming the role of Manager on multiple client projects,
effectively guiding and motivating teams of up to 10 professionals.
• Selected for a secondment to the Corporate Finance department, where I made significant
contributions to two transactions involving the acquisition and disposal of Holiday Parks for Bourne
Leisure.
• Consistently achieved outstanding performance ratings, placing in the top 5% of the organisation.
• First time passes in all professional exams.
EDUCATION
Executive Coach (EMCC) – 2013
Corporate Treasury (AMCT) – 2005
1st time passes
Chartered Accountant (CA) – 2003
1st time passes
University of Liverpool
BSc Mathematics and Statistics – 2000
Deyes High School, Merseyside – 1997
OTHER INTERESTS
Strategic and Financial Advisor to Young Entrepreneur led business (Lissie Lou)
Junior football coach for Claygate Royals U11 team in Surrey Youth League