Moira Beautyman

I have direct responsibility for the provision of audit support services for around 70 outlets with sales ranging in volume from c£17k to c£80k per week. The prime function of my role is to provide a customer focused value for money service; improving the efficiency and effectiveness of controls, therefore the profit potential of our businesses while proactively assisting Stonegate Group achieve the business objectives. Some of the key areas of responsibility are as follows;

• Minimise risk by maintaining up to date knowledge on industry and regulatory changes impacting audit operations.
• Reviewing standard and exception reporting to identify and establish higher risk businesses and risk profile in those outlets
• Conduct verification inspections to verify implementation of corrective actions and minimise risks of future audit failures.
• Evaluating and improving existing systems, controls and operating efficiencies to robust financial and corporate governance standards
• Obtaining financial and non-financial information from a range of sources to help improve the targeting and profiling of businesses/areas
• Resolved high-level technical and audit issues impacting audit completion
• Managing multiple and varied requests for business support activities, adapting and adjusting plans based on changing priorities
• Prepared comprehensive audit reports, facilitating accurate measurement of audit findings against set KPIs.
• Planning and prioritising unit visits and scope of activity to ensure the most effective value for money is obtained
• Problem resolution by identifying and removing root cause problems
• Ensuring that the audit activity is profiled to the identified financial and operational risks
• Facilitated smooth workflow by developing audit programmes and determining audit scope, objectives and timelines.
• Completing investigations, reporting and resolution of incidents of fraud and loss
• Completing closure, opening and post opening support for all new openings, developments acquisitions and disposals
• Analysing, reviewing and advising on systems, processes, business controls and trends to support the achievement of the business objectives
• Producing and distributing clear and concise action-based reports to facilitate pragmatic solutions
• Conducting formal and informal reviews with various levels of Line Management to establish needs and priorities and mutually agree specific control activities and actions
• Varying project activity to identify business risks, opportunities and provide an active contribution to the development of the business internal controls
• Giving commercial and pragmatic recommendations and influencing decisions to achieve best practice

The prime function of my role is to provide a customer focused value for money service; improving the efficiency and effectiveness of controls, therefore the profit potential of our businesses while proactively assisting TRG achieve the business objectives, some of the key areas of the role were;

• Reviewing standard and exception reporting to identify and establish higher risk businesses and risk profile in those outlets
• Obtaining financial and non-financial information from a range of sources to help improve the targeting and profiling of businesses/areas
• Managing multiple and varied requests for business support activities, adapting and adjusting plans based on changing priorities
• Planning and prioritising unit visits and scope of activity to ensure the most effective value for money is obtained
• Problem resolution by identifying and removing root cause problems
• Conducting unannounced business financial audits
• Ensuring that the audit activity is profiled to the identified financial and operational risks
• Completing investigations, reporting and resolution of incidents of fraud and loss
• Completing closure, opening and post opening support for all new openings, developments acquisitions and disposals
• Analysing, reviewing and advising on unit systems, processes, business controls and trends to support the achievement of the business objectives
• Producing and distributing clear and concise action-based reports to facilitate pragmatic solutions
• Conducting formal and informal reviews with various levels of Line Management to establish needs and priorities and mutually agree specific control activities and actions
• Varying project activity to identify business risks, opportunities and provide an active contribution to the development of the business internal controls
• Giving commercial and pragmatic recommendations and influencing decisions to achieve best practice
• Evaluating and improving existing systems, controls and operating efficiencies to robust financial and corporate governance standards
• Providing weekly, period and quarterly reports to the Group Internal Audit Manager on key activities

In my role as the Senior Careers Development Service (SCDS) Co-ordinator, I was responsible for managing the SCDS Department, co-ordinating the activities of the three Development Advisors and the SCDS Programme of Events to meet the needs of senior officers and police staff within The Police Service of Scotland. Some of my key areas of responsibility were as follows;

• Co-ordinating 1-1 meetings with clients, force based workshops and the facilitation of SCDS events
• Operating as the National point of contact for the SCDS programmes
• Managing the SCDS budget
• Leading the business and operational evaluation process for all aspects of SCDS and using data to inform the planning process
• Co-ordinating an academic police scholarship on behalf of the Fulbright Commission
• Developing and co-ordinating induction for newly appointed clients in accordance with development needs and aspirations
• Leading an annual SCDS review and future planning process using information obtained from event evaluations, feedback from clients, the National Police Improvement Agency, speakers and Development Advisors, taking into account the Senior Police National Assessment Centre requirements for the forthcoming year
• Managing all business practices and ensuring that they are co-ordinated within an external framework in line with best practice and good value
• Co-ordinating projects out-with the normal programme of events such as 'Leading Powerful Partnerships'

In an office-based situation, along with the Operations Director, I was responsible for the operation of around 200licensed retail outlets within Scotland. The following areas fell directly within my remit;

• Preparation and implementation of the Regional Business Plan and Strategies
• Planning and running the monthly regional meeting to ensure a proper cascade of information
• Liaison between Area Managers and the Operations Director to ensure the smooth running of the business
• Monthly reviews with all support personnel, ensuring adequate communication between departments
• Meeting with suppliers of services and equipment with a view to acquiring the best possible deals for the units
• Liaison with existing suppliers to ensure the best possible service
• Actively seeking new ideas to streamline the operation of the business and therefore improve profitability
• Running Unit Manager Workshops to ensure that all were properly trained in the various aspects of running a profitable business

In an out-based situation, I was responsible for auditing 80 retail units within the Northern Inns Estate, using the following criteria;

• Planning which units were to be visited, and using risk analysis techniques to establish which areas of the business were most at risk
• Using financial data, information from external sources, personal judgement and management guidance to improve profitability
• Monitoring company procedures and ensuring best practice
• Maintaining awareness for potential malpractice and fraud
• Conducting observations at units, in line with the needs of the business
• Preparing detailed reports on the finding of audit visits, making recommendations as necessary and distributing copies to the appropriate level of management
• Communicating with all levels of staff and management, and using influencing skills to ensure that the issues raised were understood and appropriate action was taken
• Following up previous audit visits to ensure that recommendations had been implemented
• Undertaking projects on a given topic, either individually or as part of a team, to review where potential savings and improvements to the business could be made

• In an office-based situation, I was responsible for the day to day control of all food and liquor stocks within an area of 20 licensed retail outlets
• I visited these premises to carry out detailed stocktaking and advise Unit Managers on stock control issues
• This role involved assisting the Area Manager with the day to day running of the area, budgeting and financial controls, pricing structure and personnel issues.

• Based in two separate units over three years, I was responsible for the day to day running of the outlet, improving sales and profitability while ensuring that all policy and statutory requirements were met.

• Based in one unit, I was responsible for assisting the Unit Manager with the day to day running of the licensed premises.

• Based in the Channel Islands, I was responsible for the running of a small private yard of horses.