Curriculum Vitæ / Lebenslauf

The Coca-Cola Company (Coca-Cola GmbH) Berlin, Germany 2005 – 2015 (10 years)

Initially employed as the Marketing Controlling Manager for Germany, Coke’s 6th largest market. Promoted to Commercial Finance Manager for Non-Carbonated Beverages and promoted to the Head of Commercial Finance in 2008. Managed a team of up to 5 associates with responsibility for the entire beverage portfolio. This role involved the appraisal of all company innovation projects including significant brand launches and business model development. Lead negotiations with the local Bottler, managed the overall franchise profit sharing model, and developed and implemented a new concentrate pricing methodology.

In 2012 promoted to the Europe Group as Senior Finance & Strategic Procurement Manager, leading our centre of expertise. From 2014 Acting Procurement Director, leading a virtual team of up to 16 associates, responsible for all European indirect sourcing. With spend visibility of over $1.4 billion, recognised as global best practice, having driven improvements across our balanced scorecard, specifically in terms of savings and marketing productivity.

CME - Central European Media Enterprises Ltd London, UK and Slovenia & Slovakia & Central Europe 2001 -2005 (5 years)

CME, a Nasdaq listed company, operates a leading group of commercial TV channels across central and eastern Europe. This was a mega-start-up achieving significant revenue & shareholder value growth. I was Finance Planning Manager responsible for managing both financial and non-financial targets within highly dynamic emerging markets. Lead liaison for strategic financial planning and reporting with the local stations, working closely with field finance directors and their teams. Strategy and modelling roles within Corporate as well as SOX implementation, Board Meeting support, litigation and investor relations support including Wall Street Q&A.

Redstone Telecom Plc. London, UK 2000 - 2001 (1 year)

Business Performance Manager, reporting to the COO, during & post significant expansion, and through the telecoms bubble bursting. Developed KBIs and helped the company work towards a new management regime and a revised future strategy.

BBC - British Broadcasting Corporation London, UK 1999 – 2000 (1 year)

As Finance Analyst, reported to the Head of Broadcast Planning and Financial Analysis and the Broadcast Finance Director. Contributed to the strategic development of the BBC by focussing on the activation of medium-term strategy including new launches into digital media. This public sector role involved balancing financial and social obligations, where many targets were non-financial, in an environment of funding uncertainty and significant growth in digital competition.

BA - British Airways Plc London, UK 1998 – 1999 (1 year)

Finance Analyst for the Heathrow Terminal 5 Project. Responsible for the economic appraisal of 12 core projects balancing contingencies and sensitivities. Only contractor retained by BA, and within Finance-Operations sole financial support for four General Managers: Policy (long term strategy), Planning (1 to 5 year investments), Infrastructure (short term development), and Customer Service Systems (IT feasibility).

Fletcher Challenge Limited New Zealand 1996 – 1997 (2 years)

Fletcher Challenge was the largest public company in New Zealand. Its energy division was a large vertically integrated business delivering energy resources to customers. Business Analyst with a strategic role in the corporate Electricity team. Additional responsibility as a core member of several fundamental projects. These included strategic projects focused on our wider gas portfolio, receiving keen CEO interest, and resulted in a radical rethink of the company’s strategy.

Coopers & Lybrand New Zealand 1993 – 1996 (3 years)

Employed in audit and was offered the first graduate role in Management Consulting ever within the Utilities team, which was the county’s largest utility advisory practice. Reporting directly to an Associate Director or Partner my role involved business analysis, economic and asset valuations, benchmarking, financial modelling, business process redesign, and merger benefit studies, all across rapidly changing energy, airport and water sectors.