David Addison

Company Overview: Energy and Communications Ombudsman. Website: https://www.trustalliancegroup.org/

Responsible for Finance, IT, Internal Audit and Governance & Risk. A key member of SLT owns and drives annual budgeting process circa £50m and 600 employees. Developed and maintaining key relationships with Board, Bank, Auditors, Insurers and Tax partners, managing tender and appointment process. Overseeing and managing organisation's financial resources, including cash flow, investments, and debt management.

Key Achievements

• Built professional finance function to support group functions and change programmes ensuring commercial compliance, improved external/internal reporting.
• Provide financial leadership to increase revenue by 50% whilst also reducing operating costs leading to improved gross margin by 10%.
• Set up 7 company group structure through startups and acquisitions to increase accountability and commercial diversification leading to revenue growth.
• Designed significant operating model change and lead implementation of key parts of programme to deliver margin improvements.
• Challenge business to focus on ROI for projects and process change delivery.
• Identified requirements, selected provider and led implementation of new cloud accounting software (Sage Intacct) to deliver consolidated group accounts functionality, saving 2 FTE.
• Trusted advisor to Board securing support to approve large capital expenditure to deliver successful change programmes.
• Coach other members of SLT to enable them to better control their budgets to improve cashflow.
• Translate complex financial information ensuring accessible for all management levels across group increasing implementation of required actions.

Key Achievements

• Strengthened financial controls by improving budgeting and forecasting processes to reduce outsource costs by £2m annually.
• Improved financial transparency with comprehensive monthly reports reducing accounting timetable by 2 days.
• Conducted fair and transparent assessment of incumbent team capabilities developing and nurturing where possible and implementing performance management as required.
• Built trust through process changes and developed and improved reputation of finance team across group by fostering business partner mindset generating proactive engagement.

Company Overview: Hospitality telecommunications provider. Website: http://www.fourteenip.com

Responsible for defining processes and overseeing all financial transactions £10m to maintain accuracy and effectively manage risk across market leading telecommunications group in UK, EU, and USA.Reporting to CEO authentically led payroll, accounts payable & receivable teams and facilities, ensuring smooth operations and team development. Quickly gained trusted advisor status for board and investors through effective presentation of monthly group management accounts.

Key Achievements

• Set up new subsidiaries in USA and EU to grow customer base, managing all aspects of international governance and tax.
• Reduced cost to serve by 33% through improved contracts and identifying and embedding economies of scale.
• Built professional finance function to effectively and efficiently support all group functions ensuring commercial compliance and improved external/internal reporting.
• Developed effective and cohesive team through existing team member development and selective recruitment.
• Reduced company risk through improved contract management, cashflow and KPI reporting to effectively manage working capital.
• Delivered improved gross margin year on year alongside improved revenue streams, maximising value, and driving group growth. Net profit increased by 700%.

Company Overview: Further education institute. Website: http://www.sthelens.ac.uk

Taught the AAT (Association of Accounting Technicians) syllabus at a local teaching academy while simultaneously working full-time. This allowed for both the development of teaching skills and the advancement of personal accounting expertise, and for supporting students' success in their AAT accreditations

Key Achievements

• 95% pass rate
• 100% attendance
• 0 student attrition

Company Overview: Big 6 Energy retailer. Website: http://www.scottishpower.co.uk

Reporting to Operations Director led a team of 16 direct reports with responsibility for 200 employees, drove performance improvement to achieve targets in accounts management, retention, and debt recovery supporting top 6 supplier status. Deputised for operation director, responsible for department recruitment and served as ultimate point of contact for complaint processes, overseeing escalated customer enquiries.

Key Achievements

• Conducted performance analysis and then implemented and led specialised coaching teams to drive performance, improving department results and employee retention. 80% retention rate from identified key performers.
• Developed syllabuses and delivered tailored learning including SAP, telephony, and complaint handling across national operation and outsource partners (over 500 colleagues in total) to improve customer satisfaction rates.
• Built capabilities of team, raised morale and improved retention rates and output by ensuring fair and equitable management on all aspects of performance and empowering team.
• Led 2-year field operation redundancy project due to evolving tech; designed and recommended strategy, gained sign off and successfully implemented ensuring all impacted team felt supported in finding new roles either internally or externally.

Company Overview: Printed media supplier.

Partnered owner MD maximising profit and development of brand reputation. Increased turnover from £1m to £2m in 2 years.

Key Achievements

• Scaled and enhanced finance function, implementing new processes and refining existing ones to improve reporting.
• Formed debt collection team, reducing severe debt exposure, allowing company to utilise improved working capital.
• Recruitment lead for accounts and sales teams, ensuring top talent acquisition to support growth ambitions.
• Managed team of finance professionals, promoting professional development.
• Streamlined invoice processing reducing errors and delays.