Download Nick Roberts BA FCMA - Institute of Interim Management

Nick Roberts BA FCMA
Mobile: +44 771 252 8841
Email: [email protected]
OVERVIEW
 A UK and international interim executive specialising in business turnaround and major
change programmes with exposure across manufacturing and service sectors.
 An excellent communicator, comfortable in crisis situations and experienced in resolving
conflict.
 Energetic, hands-on finance professional with the ability to motivate teams and individuals,
and the presence to provide calm and authoritative leadership.
SKILLS & EXPERIENCE PROFILE
Interim Management


Fourteen years’ experience as a senior Interim in large and small businesses.
Comfortable in both long and short term assignments. Accustomed to hitting the ground
running and quickly establishing priorities.
Change Leadership
 Skilled in divestment and operational re-structuring within large corporations and ownermanaged businesses.
 Extensive experience of transformation programmes including management of all key
stakeholders.
 Capable at bringing the very best out of individuals and teams in challenging
environments.
Strategic Delivery
 Experienced nominee director comfortable working with cross functional teams to deliver
shareholder value.
 Highly competent in delivering financial and operational plans to support strategic
objectives.
Financial Management & Control
 Fellow of the Chartered Institute of Management Accountants.
 Extensive experience of financial systems, processes and reporting.
 Extensive experience producing and managing large budgets.
 Extensive experience in financial re-structuring.
 Performed numerous sensitive client investigations
 Expert in financial productivity measurement and internal service agreements.
Business Turnaround
 Experienced in taking roles within struggling organisations and leading transformation and
turnaround activity.
 Maintains a close working relationship with the turnaround divisions within the main
consulting brands and commercial banking representatives.
1
International Experience
 Worked in several international organisations on assignments spanning multiple continents
(US, Middle East, Europe, Australia, the Far East, and Japan).
 Experienced in navigating cultural, logistical and legal challenges presented by multinational environments.
ASSIGNMENT HISTORY
Countrywide Farmers PLC Q2 2014 – May 2015
£300m t/o animal feeds, crop protection, seed and grain marketing and 50+ chain of country
stores business.
The business had agreed to proceed with the sale of the trade and assets of the majority of its
non-retail businesses but a lack of information meant the separation of the non-core businesses
was difficult and the seller feared a significant loss of value during the sale process.
After completion of a total of four disposals, the largest the subject of a prolonged Competitions
and Mergers Authority (CMA) review, I was then retained by the business as Head of Finance to
oversee the successful roll-out of the deals and to manage the finance function on a day to day
basis.
The residual business was in the midst of a failing ERP project and I introduced the correct
disciplines and people to put this programme back on track
Transaction Director






Responsible for preparing the business for sale, separating the non-core elements from the
remaining trade and developing strategies to combat price erosion by the buyer
Build the dataroom
Liaise with the buyers through the due diligence phase
Provide detailed responses to lawyers building the CMA investigation defence
Act as the main point of contact for the company’s lawyers in building the core
documents (Asset Purchase Agreement, Supply Agreement, Transitional Services
Agreement) and others such as short term leases
Facilitate the transition back to business as usual
Head of Finance






Prepare the business for the separation of the agricultural businesses, right-sizing the finance
and support functions
Ensure the completion conditions of the main deal were adhered to
Produce the completion accounts
Take the finance lead on the ERP programme
Re-engineer the programme management and produced revised costs and delivery
projections
Produce the half year budget and draft 3 year plan
MOUCHEL BUSINESS SERVICES (Q2 2014)
Twin assignments
 Review the veracity and usefulness of the HR information service in the Bournemouth
Borough Council project
2

Perform a diagnostic review on the quality of margin forecasts for the entire programme
management framework
ANDREW PAGE LTD (Q1 2014)
£180m t/o national distributor of after-market auto parts.
The new CEO recognised a need for an urgent financial restructuring and brought this to the
attention of the PE Owners who then contacted me.
Interim CFO





Stand in for the CFO who was taken out of the business to develop a refinancing plan
Maintain the financial management norms during the cash crisis
Control the stakeholder pressure and keep focus on trading
Assist the CEO in developing plans and scenarios
Provide detailed responses to third parties performing due diligence tests on the business
The business developed a robust plan that needed an accelerated delivery due to the
imminence of a cash crisis. An investor was introduced and a deal made, the CFO returned to his
role and the assignment came to an end.
UK COAL PLC (2012 - 2013)
The largest remaining operator of deep coal mines in the UK. The business operates within a
unique stakeholder framework including the legacy of a highly structured Trade Unions
environment, government (Dept for Energy), the green lobby, as well as the usual pressures from
investor parties.
In 2012 the business, under an onerous pensions deficit burden determined that it needed a major
restructuring to survive and finally emerged from restructure in December 2012.
Unfortunately in Q1 2013 a catastrophic fire at the largest deep mine in the UK meant the new
business had to take decisive action to save the remaining mines.
In Q2 2013 the business went through (effectively) a large ‘pre-pack’ administration emerging on
the other side as a leaner more protected group of entities.
Deputy CFO





Responsible for the day to day financial affairs of the business bridging the gap left by the
permanent CFO who had to be 100% focussed on the complex restructure programme.
Managed a rapidly declining cash position and an aggressive creditor pool who were
naturally concerned about the nature of the restructure.
Produced the post-restructure 2013 operating budget for the coal business and launched a
costs reduction programme for the business, handing this to the new incoming Finance
Director, a role that replaced the CFO role of the pre-restructure PLC.
Built financial framework for the pre-pack administration
Designed and initiated a business reengineering programme for the ‘new world’ business
ROBERTSON TIMBERKIT (2011)
An autonomous business within the Robertson Group manufacturing timber frames and floor
systems for the UK construction sector
Managing Director


A short assignment reporting to the CEO of the Group, the brief was to replace a previous
interim and to advice the CEO on the viability of the business.
After presenting a recovery plan to the CEO the decision was taken to continue trading
and to engage a permanent MD.
3

Managed the business until the handover to a new MD was concluded.
TUI INTERNATIONAL (2011)
The largest holiday operator in the UK with brands such as Thomsons Holidays)
Consultant
 TUI’s shared services function was in disarray. I prepared a review of the current leadership
and produced a programme plan to address the key failings (cash management,
transactional backlogs, bank reconciliations).
 After setting up the programme the project was delivered by associate resources under my
remote guidance.
MURRAY METALS (2010-2011)
A mid-sized steel stockist and distributor, part of the Murray Group.
Finance Director
 The business was attempting to introduce a new ERP system but had badly planned the
programme, in an attempt to recover ground the Finance Director had agreed to step into
the role of Programme Director and to engage an interim FD.
 In addition to the ERP implementation, the Group had fallen foul of its banking covenants
and was being closely managed by the bank’s own consultants.
 After a protracted ERP programme the FD was finally able to pass programme responsibility
down the line and resume his role.
UNITIED UTILITIES PLC (2008-2010)
A £5bn turnover FTSE 100 multi-utility business
Separation Director



In 2008 UU embarked on a highly confidential programme to prepare for the strategic
disposal of all its non-regulated businesses.
The role of Separation Director was to design and deliver solutions allowing the disposal of
businesses from the parent without significant reduction in sale proceeds due to complex
residual central service issues (IT, Finance, General Counsel, Property, HR, and Logistics).
Responsible for purchaser liaison in Europe, Middle East, Japan and Australia involving all
stakeholder groups.
GREENBERG GLASS LTD (2007 – 2008)
A £40m emergency and contract glazing business
Managing Director




Appointed Finance Director as an emergency measure following serious financial concerns
within the company.
Restored financial control within the business including re-organisation of the finance team
and re-writing of the financial management information for the board.
Worked with key stakeholders to agree a financial re-structuring plan for the business.
Assumed the role of Managing Director following the unplanned departure of the existing
post holder.
WHITWORTHS GROUP LTD (2007)
A £110m food group
4
Interim Group CFO




Appointed at the request of VC owners to bring business performance back in line with
medium term plans.
Re-wrote the board pack to provide timely, accurate and relevant information.
Produced a revised budget, deploying a new process to maximise senior management
buy in and ownership.
Reviewed all financial processes to increase control and structure of spending.
BRITISH VITA (2006)
An £800m PLC which was taken into private ownership in 2005
Interim Finance and Integration Director



Appointed to provide immediate support to a team struggling to deliver a major change
programme.
Role was widened to include responsibility for Finance following the departure of the
existing post holder.
Supported the Managing Director in re-establishing control of the change programme and
recruiting a permanent FD.
GRANVILLE TECHNOLOGY GROUP (2005)
£120m turnover computer manufacturer and distributor
Interim Consultant (Introduced by PWC Turnaround team)



Appointed to investigate concerns by the Chairman over misconduct and inaccurate
accounting. The review concluded that the company should be put into Administration
The Administrators (Grant Thornton) requested an extension of the assignment to act as
Finance Director through the Administration process.
Directly responsible for the investigation into complex incomplete records resulting in a
successful VAT rebate in excess of £1m.
LINPAC MATERIALS HANDLING (2005)
£80m Plastic mouldings supplier
Interim Finance Director


Appointed to back fill for the existing FD who had been seconded to work on an ERP
Programme.
Improved reporting timescales, re-engineered t he finance team and brought rigour to a
number of weak processes including cash planning and stock management.
RSW GROUP (2004)
£10m turnover fancy goods importer and distributor
Interim Finance Director

Placed by PWC to assist a family-owned business that had been placed in Administration,
this assignment comprised the creation of financial controls and the optimum operational
model for the future business.
YORKSHIRE CHEMICALS PLC (2003 -2004)
5
£50m International chemicals manufacturer
European Finance Director/Vice President Finance & Operations Americas




Appointed to this distressed plc to deliver a debt re-structuring plan.
Designed a consolidated working capital model for bank and shareholder approval.
Managed the wind down of the US business including co-ordination of activity across
Canada, Mexico, and Brazil.
Developed a sales process and negotiated with potential purchasers of the Hong Kong
business.
KEOGHS SOLICITORS (2002-2003) – Business Process Consultant
QP GROUP (2001-2002) – Interim Finance Director
LANCASHIRE DAIRIES (2001) - Interim Finance Director
PINWISE LTD (2000-2001) – Interim Finance Director
PERMANENT ROLES
UNITED BISCUITS PLC (1992 – 1999) Business Services Director




Held a number of operational finance roles in the distribution and service divisions of UB
Selected to lead the Shared Services project element of a global SAP implementation
Migrated all UK back office functions into a single site SSC
As business services director was the head of the SSC business
PepsiCo Foods International (1989 – 1992) Manufacturing Accountant
ICI Chemicals & Polymers (1987-1989) Packaging Accountant
British Vita (1984 -1987) Internal Auditor
6