example career win

As CFO of a multi site healthcare group, I led the financial restructure of a business unit that was underperforming across several locations.

When I took over, the group had rising operating costs, inconsistent reporting, and poor visibility across individual sites. Each location was using slightly different financial processes, which made it difficult to see where money was being lost and where performance could be improved.

I introduced a single reporting framework across the group, created clearer monthly performance dashboards, and worked with operational leaders to identify cost leakage in staffing, procurement, supplier contracts, and underused capacity.

Within 12 months, we reduced unnecessary operating costs, improved cashflow visibility, and gave the leadership team a much clearer view of profitability by site. This allowed us to make faster decisions, protect frontline service quality, and move the business group onto a stronger financial footing.

As CFO of a regional construction group, I led the financial turnaround of a major division that was struggling with margin erosion across multiple live projects.

When I stepped in, project costs were being tracked too late, subcontractor variations were poorly controlled, and site teams had limited visibility of how their decisions were affecting profitability.

I introduced tighter project cost reporting, created weekly margin reviews, and worked with commercial managers to improve how variations, delays, and supplier costs were captured. I also rebuilt the forecasting process so leadership could see risks earlier rather than discovering them after month end.

Within 12 months, we improved margin visibility across the division, reduced avoidable cost overruns, and gave project teams a much clearer commercial framework. This helped the business protect profitability while still delivering projects on time and maintaining client relationships.

example career win

As CFO of an aerospace engineering group, I led the financial reset of a business unit responsible for supplying specialist components into major aviation programmes.

When I joined the project, the division had strong technical capability but weak commercial control. Production costs were rising, programme margins were unclear, and long delivery cycles made it difficult to see which contracts were genuinely profitable.

I introduced tighter programme level financial reporting, rebuilt the cost forecasting model, and worked closely with engineering, procurement, and operations teams to identify where delays, rework, supplier pricing, and inventory issues were damaging margin.

Within 18 months, we improved visibility across every major contract, reduced avoidable cost overruns, and gave the leadership team a much clearer view of programme profitability. This helped the group make better decisions on pricing, supplier negotiations, and future bids, while protecting delivery standards in a highly regulated sector.