LUKE JAMES MABB

• Managing all Capital Expenditure and investment across the company (North and South America, South Africa and Europe).
• Consolidating monthly and quarterly financial results in a new reporting suite for senior management.
• Managing overheads across the organisation, reporting variance analysis to CEO, CFO and external shareholders.
• Weekly, monthly and quarterly KPI's
• Working with business teams to identify issues affecting financial results and profitability.
• Reviewing balance sheets, cash flows and income statements to assess corporate financial health.
• Liaising with senior management to present and evaluate financial modelling strategies.
• Developing annual and quarterly budgets to guide operational expenditures.
• Continuously forecasting expenses and revenue with financial modelling mastery.

• Managing the budget process, outlooks, mid-year forecast and strategic plans for the corporate functions
• Partnering with CAO's, Finance, Accounting and multiple business unit heads to support executive management in decision making
• Headcount management to align with broader company efficiency targets
• Leading analysis of monthly, quarterly and annual financial results, presenting findings and compiling commentary for senior management
• Driving projects such as the centralisation of legal fees across all Business Units into one managed pool
• Driving a culture of continuous improvement and excellence

• Head of the Finance led global pricing team based in multiple geographical locations to provide finance leadership and commercial support for all new pricing (RFP, RFI and some M&A), business plans for strategic reviews & new initiatives plus fee re-negotiations and cross-selling new products to existing clients
• Responsible for setting up and managing the global pricing support team in 2017 as SS restructured globally and hired specialists who were fully dedicated to pricing. Successfully led a team of management level employees across EMEA, the US and APAC (6 direct), overseeing hiring, on-boarding, professional growth and measuring performance
• Pricing Strategy, work closely with global and business segment strategy to align pricing initiatives with short, mid and long term company goals
• Deal Team, responsible for the financial presentation of new proposals to senior management at regional Deal Team committees. Voting member of the North America and EMEA deal teams
• Worked closely with the RFP teams to support preparation of our commercial response and validate rate cards. Included process change for automation of the financials from models to response documents
• Business plans, analytics and critical thinking to demonstrate feasibility of new products and services (unit dealing, MIFID, Data GX, Solvency II etc) as well as partnering with segment heads to develop strategic plans
• Developed a detailed look-back analysis process to ensure better pricing decisions are made based on insights from previous deals. This fed into the initiative to develop standard product rate cards.
• Developed and implemented a new global back office pricing model to offer standard pricing for core Custody, Fund Accounting, Depositary, Fund Admin and Sec Lending services. Introduced 'early stage' pricing and worked across the business to devise a new incremental margin calculation to drive decision making
• Established effective collaboration between finance, senior/executive management, sales, CRM's, Ops, product leaders and support functions
• Bench-marking, working internally and also with external consultants to develop data repositories and analytical tools
• Change management, ensured the pricing function was able to align and adapt to new strategic initiatives
• Pipeline management and analytics, delivered enhanced reporting to manage pipeline and resourcing requirements
• Incorporated additional products into the pricing support group including CRD (front office), Data GX and AIS which were previously managed from within their business units
• Closely aligned with the Client Profitability team to help them re-engineer their production process and ensure they feed the best quality data into other processes including pricing models
• Supported the redesign of regional deal team committees to ensure a standardised global approach that drove strict governance alongside optimal use of senior leadership and other required attendees' time
• Resolved internal conflicts and negotiated mutually beneficial agreements between parties
• Business travel, at least quarterly to Boston and also attending client work-shops ad-hoc when required as the commercial/finance expert
• Thinking globally, working across multiple time zones and understanding different cultures
• Led various seminars/working groups with finance and sales groups in Boston, North America and across EMEA

• Head of Pricing Centre of Excellence for International Sites. Set up and led a matrix team to deliver pricing and profitability across EMEA and APAC
• Managed teams, overseeing hiring, training and professional growth of employees.
• Built new bespoke systems and established robust processes to deliver quarterly Client Profitability Reporting for all clients in the UK, Middle East and African business units
• Led the team to deliver quarterly Client P&L's for over 350 clients, managing cost accounting process using advanced Access databases and Excel files which involve over 250 different drivers of expense. Product level profitability for each client (Custody, Fund Admin etc).
• Central point of contact for large deals (revenue > $10m per annum)
• Business Transformation – ensured all ‘processing' tasks were successfully transferred to teams in lower cost locations
• Pricing model development for the UK and European businesses
• Identified and mitigated risks proactively, promptly addressing potential issues to minimise disruptions.

Working across FP&A, responsibilities included budgeting and forecasting, monthly reporting, internal cost allocations, business partner to UK and EMEA management.

• Reported on financial challenges and forecasted demands to inform decision-makers.
• Spearheaded implementation of enhanced internal controls to improve budget adherence and reduce overages
• Liaised with key stakeholders to address critical financial issues and implement remediation plans.
• Updated and maintained financial models to foster ongoing accuracy.

• Responsible for all internal management reporting and financial analysis for the UK, Middle East and South Africa
• Controller for all internal cost allocations in and out of the UK, Middle East and South Africa businesses units, value in excess of $250m annually
• Extensive model building in Excel and Access to build new suites of management reports to incorporate complex hierarchy changes
• Staff management, training and development
• Supporting senior management to aid decision making
• Managed budget and forecasting process for UKMEA

• Responsible for the design, development, and subsequent support of the System used by the Business for Financial Forecasting and Budgeting
• Led training seminars to a wide range of the Head Office Population, and in-office training on an individual basis
• Designed various other Access & Excel based applications to improve and assist the Business Process
• District performance reviews, preparation and implementation
• Sent out monthly results communication to Stores and office colleagues
• Led Excel and Access training seminars to all London staff

• Hyperion Enterprise administrator
• Monthly Consolidation, P&L Preparation, and Reporting through Hyperion. Designed, developed, and implemented an Excel based ‘Risk Analysis Program'