1. christophersharples@btinternet.com Mobile07920 787061
Christopher Sharples - 19 Goldsmith Way, Crowthorne, Berkshire, RG45 7QP
mobile 07920 787061
e-mail christophersharples@btinternet.com
Summary
An experienced financegraduate professional (ACA- KPMG) with a progressivecareer of 25+ years,providing
the vision and direction needed to achievesustained growth whilstdecreasingcosts.Strong exposure to multi-
sitecontract based businesses,both in the UK and overseas.Demonstrated versatility to quickly transition
across differingmarketsectors such as Defence, Energy, Business Services,IT,Leisure and Aviation Services.
Significantexperiencein PrivateEquity transactions and held senior roles with responsibility for IT, Commercial
and Quality Assurance.
Key Skills
 Leadership and staff development
 Business Plan,budget and forecastpreparation
 Financial and EBITperformance
 Cost basereduction
 Bid Management and contractnegotiation
 External relationshipswith clients,suppliers,auditors,lawyers and bankers
 Systems Implementation
 Due diligenceand acquisitions
 Board Level consulting
EmploymentHistory
SystemsConsultants ServicesLtd (ownedby Cohort plc) – Jan 2014 to present
SCS is a contractbased services company operatingin the Defence sector providing multipleservices including
IT, airworthiness and provision of specialistconsultancy.£18mannual turnover.Multi-sitelocations operating
in the UK, mainland Europe and the MiddleEast.
Finance Director with responsibilityforFinance,IT, Commercial and Quality Assurance (15 staff)
Prior to my appointment SCS was experiencingfinancesystem issues,which had led to the restatement of the
statutory accounts.My immediate task was to implement a new financeand projectmanagement system to a
workforce, which in the main had been reluctantto engage with IT systems and processes. I was involved in
preparingbids and negotiated multi-million pound contracts in the public (MoD) and private(Bae Systems)
sector.
Revenue has increased by nearly 30% and profits have grown from justabove breakeven to in excess of £1m.
This has been achieved improved project management and efficiencies generated by new systems.
In September lastyear the parent company board decided to transfer the operating business areasof SCS to
two sister companies and asked me to lead the Transition Teamto effect a smooth and efficienttransfer. This
work will concludein March 2017.

2. christophersharples@btinternet.com Mobile07920 787061
Key achievementsinthe role include;
 Selected and implemented new Financeand Project Management system on time and within budget.
 Improved efficiency and reduced admin headcount followingimplementation (3 out of 8).
 Increased revenue by 28% and more than doubled profits.
 Introduced new budgeting and forecastingmodels.
 Head of Transition Team successfully transferringoperatingBusinessAreas to other Group Companies.
 Mentored 2 years runningindividual/teamto achieve a Cohort Group Achievement Award.
 Successfully broughtin-housepreviously outsourced ITfunction.
InencoGroup Ltd (previouslySpice plc) - Spice plc sold to Private Equity in2010. 2008 to Dec 2013
Inenco operates in the Energy sector providingcontractbased services to largecorporate and SME clients
which involved the procurement of multipleutility based services and provision of energy consultancy.£40m
annual turnover. Multi-sitelocations.
Finance Director (10 staff)
Inenco was owned by Spice plc,which was de-listed when itwas acquired by PrivateEquity House Cinven in
2010.Inenco was a major success for Cinven with revenue increasingby 42% over 3 years and profits doubling
in the same period from £7m to £14m. During2013 Cinven elected to sell the business and itwas acquired by
Vitruvian,another PrivateEquity firm.
For the first2 years in the Group I was based in the South East, but followingthe acquisition by Cinven in 2010
my rolewas based in the North West. I commuted on a weekly basis for 3 years but was not prepared to make
a longer term commitment when the business was acquired by Vitruvian and obtained a rolecloser to home.
Key achievementsinthe role include;
 Doubled profits over 3 years from £7m to £14m with 42% increasein revenue.
 Removed £1m from costbase with no impacton clientservice.
 Member of small team involved in saleof business.Responsibilities included preparation of all financial
projections,workingwith advisers on vendor due diligenceon subsidiariesfor which I was responsible.
 Managed Vendor due diligenceprocess for PrivateEquity sale.
 Established legal entity in USA and conducted process to select financefunction outsourcingsupplier.
 Developed key business continuity and disaster recovery process for a subsidiary.
 Reviewed Financefunction structure and increased efficiency whilstremoving3 FTE (50%).
 Restructured financial reportingto providebusiness sector and clientprofitability.
 Mergers and Acquisition –led due diligenceon two acquisitionsfor Electricity division of Spice.

3. christophersharples@btinternet.com Mobile07920 787061
Equiniti Paymaster - (soldto Private Equity by Hogg Robinson in 2005) 2002 to 2008
Paymaster operates in the Business Services sector providingcontractbased services to wide range of Public
Sector and Large Corporate PrivateSector clients includingPension Administration,Payroll,ITand Fa cilities
Management. £50m annual turnover. Multi-sitelocations.
Finance Director with responsibilityforFinance and Quality Assurance (10 staff)
When I joined the business was owned by Hogg Robinson plc,but was viewed as a non-core activity and was
sold in 2005 to Duke Street Capital,PrivateEquity.
Hogg Robinson had acquired partof the business fromthe Public Sector (Office of the Paymaster General) and
one of the key challenges was the integration of 2 different work cultures ,which included managinga
voluntary redundancy process.
Key achievementsinthe role include;
 Member of small team involved in saleof business.Responsibilities included preparation of all financial
projections,workingwith advisers on vendor due diligence,preparation of powerpoint presentations,
presenting to interested parties,followup question and answer sessions,dealingwith due diligence
undertaken by PrivateEquity acquirer.
 Tendered, negotiated and implemented new contractwhich generated £3.0m pa sales and £1.2mEBITDA
pa.
 Executive sponsor for implementation of new operational cash management system. £500k cost with
annual savingsof £300k – implemented on time and within budget.
 Continuous review of costbase. WhilstatEquiniti Paymaster sales havegrown from £39m to £47m.
EBITDA has grown in same period from break even to £6m.
 Restructured financial reportingto providebusiness sector and clientprofitability.
 Financial responsibility for largePFI contractworth £150mover 14 years.
Norsk Data Ltd (ownedby TelenorAS) 1998 to 2002
Norsk Data provide contractbased services including in ITManaged Services, Networks and IT maintenance.
£50m annual turnover. Multi-sitelocations.
Commercial Director with responsibilityforOperational Finance and Bid Management (12 staff)
At Norsk Data I worked very closely with the Operational BusinessDirectors to develop improved management
reporting, forecastingand contractreview. I had a Bid Management team reporting to me and formed strong
working relationshipswith the Business Development team to develop competitive pricing policies.
Key achievementsinthe role include;
 Devised and implemented a RollingBudget system across all contractsand costcentres.

4. christophersharples@btinternet.com Mobile07920 787061
 Developed an accountprofitability and reviewprogramme, which contributed to a £3 million profit
turnaround in the firstyear.
 Implemented £750k accountingsystem. Meeting held of key players,all tasks identified and critical path
with milestones established.Weekly projectmeetings held to review progress and discuss
problems/solutions.Systemliveon time and in budget.
ALPHA Flight Services(divisionofAlphaAirports plc – full listingin1994, previouslypart of Forte
Hotel Group) 1986 to 1998
ALPHA operates contract based services includingthemanufacture of airlinecatering,airlineretail,and
corporate hospitality.£120mannual turnover.Multi-sitelocations in UK,USA France, Holland and Portugal
Head of Finance/Finance Director(up to 50 staff)
I was responsiblefor the financefunction with teams based in the UK and overseas.Main clientwas British
Airways and I was involved in successful 10 year £500mcontract award,formulatingpricingpolicy and detailed
contractnegotiation.
Prior to the full listingin 1994 ALPHA was partof the Forte hotel group and was viewed as a non-core activity.
Followingthe full listingALPHA had access to capital I was involved in a number of due diligence exercises for
potential acquisitionsin both Europe, Asia and the USA. Duringthis period we bought a business in theUSA
and established a company in Malaysia.
Key achievementsinthe role include;
 Involved in Full Listingon LSE (voted best New Issue).Prepared graphics presentation and related
narrativeand presented to City institutions.Flotation over-subscribed.Experienceof managingdue
diligenceduringinvestment appraisal.
 Critically reviewed costbaseand over a period of nine months removed £2m (10%) of costs whilststill
achievingservicelevel agreements on contracts.
 Planned and co-ordinated a 10-year £500m airlinecateringcontracttender. Responsibilities were
allocated to each of the disciplines and regular meetings held to discussissues.Proposal submitted and
whole contract awarded.
 Financial responsibility for 4 operations in the USA. Performed acquisition duediligencein USA and
Europe.
 Established overseas operations through liaison with Government bodies,lawyers and accountants.In
Malaysiaoperational in 4 months,havingbuiltbonded warehouse, recruited, shipped stock and written IT
system.
 Financeproject co-ordinator for £10minvestment atnew Orlando Sanford airportin Florida.Project
completed on time, in budget and exceeding expectations.
KPMG – CharteredAccountant 1981 to 1986
 Qualified ACA – firsttime passes
 Experience in ServiceIndustries,Manufacturingand Retail
 Six months in Insolvency Department