Charlotte Imison

• Took control of the financial aspects of the club turning it from loss making and reliant on donations to profitable and more professionally run.
• Implemented a new app for managing communication with the members
• Regularly input into the strategic direction of the club.
• Helps with external communication
• Built coaching plans

• Organisation and initiative - Pioneered a new role to more efficiently distribute work to employees, taking into account project requirements, staff development and financial considerations.
• Managed resourcing across five UK offices and co-ordinated efforts internationally
• Worked closely with each individual employees to better help them, impacting retention as a result
• On the back of success in one division was given additional responsibility to roll out and manage previously unfamiliar divisions
• Helped design and implement new global software to streamline resource allocation.
• Stakeholder management - Instrumental in helping integrate a team post the merger of two companies coordinating cross-functional teams with in depth knowledge of team members on both sides of the deal.
• Regularly negotiated with senior partners to influence staffing decision making
• Strategic - Assessed staff and team performance and inputted at highest level to inform on promotion, recruitment and redundancy decision making.
• Built communications strategies for senior management due to understanding of employee voice
• Designed a competency framework to drive performance improvement.

Qualified as a chartered accountant whilst working with a wide range of clients often in financial distress.

This involved

• undertaking reviews of financial projections and helping management make critical business decisions based on financial and operational analysis.
• stakeholder management including managing communication with employees, debtors and creditors in high stress situations.

Projects included

• Working with an operator to trade and sell a large group of pubs and bars
• Helping management run a manufacturing plant in Slovakia. Making key production, logistical and financial decisions whilst seeking a buyer for the business.
• Managing administrative operations of a department store during a business sale process. Implementing strategies and engaging with disgruntled employees, creditors, and suppliers to mitigate tensions and achieve business continuity.
• Undertaking a financial review of a small group of London hotels.
• Managing cash flow of a large group that owned and managed retirement properties and residential apartment blocks. Supervising consulting team and functioning as key liaison for management communications.