JESSICA FANG

Financial turnover & Integrity

• Restructured business operations, achieving over 10% headcount reduction and improving liquidity from -£6M to +£2M.
• Delivered approximately £2.58M annual savings through efficiency improvements and restructuring initiatives.
• Transformed consistently loss-making entities into profitable businesses, enhancing performance from -37% to 1%.

Strategic business partnership

• Served as strategic partner to Board, aligning financial, operational, and human capital planning with objectives.
• Using financial analysis to inform optimal pricing models and assess the profitability of products, services, and customer segments.
• Developing robust, multi-year financial models and scenarios to stress-test strategies and guide long-term decisions.

Operational Execution & Enablement

• Designing and monitoring KPIs and metrics that align operational performance with financial outcomes across the organisation.
• Optimized working capital, stabilizing cash position by reducing stock levels by 20%.
• Accelerated spares sales by 200% through dedicated team allocation and streamlined processes.
• Spearheaded Championed the implementation of ERP and combining AI to improve productivity

Leadership & Communication

• Leading with calm and analytical rigor during periods of volatility, uncertainty, or financial distress.
• Attracting, developing, and retaining top talent. Building a high-performing, business-oriented team.
• Guiding the organization through turnover transformation with credibility, decisiveness, and empathy.

Oversaw Finance, Operations, and After-sales functions for over 30 personnel.

• Exceeded budget profit by 203% through effective tax management and hedging strategies.
• Reduced annual stock levels by approximately 30% via an efficient inventory management system.
• Practiced hedging accounting to mitigate foreign exchange risks between USD and CNY.
• Accountable for all overseas business operations to drive performance improvements.
• Negotiated favorable money management deals with banks to maximize returns.
• Developed and implemented annual budget processes across all subsidiaries.
• Presented monthly management meetings for Board and overseas business groups.

• Restructured the business and centralised finance department by reducing headcount of 5
• Trained the team to carry out a weekly stock take to minimise wastage by at least 50%
• Created a robust budget model with the HOD across the group to make sure sales target is set
• Identified expenditures and reviewed the variances and take actions during quarterly forecast meetings
• Developed and led team to provide support to operation and NPD departments
• Managed and supported the CIO on implementing new in-house ERP to improve the overall efficiency
• Developed KPI and dashboard to improve operation efficiency and provide more visibility and transparency so the main issues can be focused and resolve in time
• Monitored expenses across the group to ensure every PO/spend was approved and variances to be review
• Managed Cash by placing controls and process/procedures to reduce the inventory holding
• Reviewed the calculation of accruals, prepayments and liaison with Auditors for year-end accounts

• Partnered with the VP to manage international training centres across UK, US and Thailand
• Reduce actual reporting time from 4 weeks to 1 week with Thailand finance team
• Implemented robust financial models (forecast and budget process)
• Successfully Initiated and launched capital investment project for 4 simulators worth £60M
• Partnered with VP to support and provide insight on the commercial aspects and risk management
• Built and developed capital allocation model and engaged with the board to support business investment.
• Accountable for the business long-term strategy (5 years plan) Challenged assumptions and provided guidance across all accounting actives to ensure plan is realistic and achievable.
• Built and lead team to work on a Joint Venture business case of over $20M projects with sensitivity analysis
• Led Monthly finance review and manged the performance against target across large global finance team
• Worked closely with the C-suite and other senior VPs to ensure monthly, quarterly and annual target is met
• Developed weekly reports to promote finance transparency to influence other senior stakeholders
• Initiated a major change in accounting process in compliance with broad regulatory requirements.
• Drive changes throughout the business and place system and process in place and regulatory requirements

• Appointed to develop quarterly forecasts and deliver FP&A processes, with an emphasis on profit and financial visibility for a specialist aviation manufacturing business. Business size of £60M turnover
• Liaised with Executive team members and wider senior management, with specific responsibility to the CEO and CFO, to prepare board reports and offer insights of commercial opportunities and risks.
• Ensured robust governance frameworks, embedding monthly reporting processes and introducing Executive- level performance dashboard and KPI’s to enhance and monitor board performance.
• Utilised best practice and benchmarking exercises to drive cost savings and working with the Operation Director to share insight of associated costs and subsequentially improve efficiencies.
• Steered a margin enhance project by strength controls on costs and overheads and promoting cost saving initiatives to increase overall business profitability.