Tim Wills

• Set up finance operations for Sunday Times top 100 SME business.
• Helped formulate group's financial strategy aligned with board's business strategy for medium and long term.
• Streamlined financial processes, improving efficiency and accuracy.
• Created models for financial planning, budgeting, forecasting, and management information reporting to aid growth and sustainability.
• Assisted in developing and maintaining management accounting systems for project profitability analysis, including instigating MyFirst onto XERO accounting software.
• Ensured financial controls were suitable and robust while supporting external accountants.
• Created cash flow reporting, cash management, and working capital for operational efficiency.
• Facilitated relationships with key financial partners including regulators, banks, premium finance providers and accountants.
• Encouraged finance team development to deliver quality accounting analysis and insights.
• Ensured complete adherence to financial controls and regulations, preparing financial statements and reporting results to multiple external stakeholders.

• SMF3 Board Director role, with responsibility for all aspects of Finance, Compliance, Quality Control & Training, Credit Control and Marketing, as well as performing Company Secretariat responsibilities.
• Collaborated with Managing Director to develop and drive a 3-year business strategy for this young and ambitious business.
• Led finance team in delivering accurate monthly reporting, enhanced decision-making process.
• Consistently delivering informative and accurate annual strategic planning, advancing the depth of budgeting / forecasting analysis.
• Leading the key development and production of KPI and management reporting for the executive team and key business areas.
• Monitoring adherence to financial plans and ensure delivery of key company objectives.
• Maintained integrity of financial data through rigorous checks and verification methods, upheld trust in the organisation's finances.
• Overall responsibility for the day-to-day strategic running of the Finance, Compliance, Quality Control & Training, Credit Control and Marketing teams.
• Reviewed and updated existing finance-related procedures, promoted operational excellence.
• Building and owning relationships with 3rd parties such as premium finance providers, marketing agencies, banks, debt collection agencies, external auditors etc.
• Completing all company secretariat responsibilities for the business with Companies House, HMRC and for the company EMI scheme.

Key achievements:

• In the first 18 months drove the business from break even to an EBITDA of £1.1m by the end of March 2024, rising to £1.5m in the 12 months ending March 2025.
• Established long-term commercial partnerships with the premium finance provider, core system provider and a new partnership with a data and data science provider for pricing.
• Envisaged and delivered monthly Board Reporting, regular KPI reporting, regular cashflow forecasting and bad debt provisioning models.
• Led and completed the significant business requirement of adopting FCA Consumer Duty guidelines in 2024 and the production of reporting to demonstrate business compliance to the key principles.
• In tandem with the MD led a significant cultural change programme reducing headcount turnover from above 100% to less than 25%.

• Interim role supporting the management of the London Market & International Division (Citynet & Optis) in all aspects of the Financial Management of the Division.
• Working closely with the CEO and COO to develop and drive the 1–5-year business strategy
• Establishing management information and KPI reporting to deliver at monthly meetings with the PIB Group CFO and CEO (parent company)
• Leading and working with business Heads to prepare and present the budgets and quarterly forecasts for the London Market and International (LM&I) Division
• Developing and maintaining models to calculate and present producer bonuses, 3rd party overrider disbursements and other ad hoc analysis for the CEO and COO
• Responsibility for the delivery of all regulatory reporting for the LM&I Division
• Oversight of insurance banking administration and client money calculations
• Performed the annual audit of the statutory businesses in the Division.

• Managing Altra Group flow of financial information to CEO, Board and external parties such as shareholders and financial institutions as appropriate.
• Accountability for Group's accounting and finance functions, Money Laundering (MLRO) and Client Money Manager for the Group
• Leading development and production of KPI, key control and management reporting for the executive team
• Formulating Group's financial strategy in accordance with the business strategy determined by the Board for the medium and long term
• Streamlined financial operations by implementing efficient budgeting systems; worked closely with business units for understanding key financial issues, enabled targeted problem-solving.
• Reporting and accounting for the Group as per regulatory and legal requirements including taxation, dividends, annual report and accounts
• Overseeing preparation and submission of business plans, budgets and forecasts to the relevant Board for each of the Group companies
• Responsibility for production and monitoring of cash flow and treasury for each of the Group companies

Key achievements:

• Built a strategic forecasting model, business partnering with broking Directors to deliver a 5-year plan to Board and private equity owners.
• Designed and delivered both an IM and Prospectus to enable raising PE finance for the business.
• Envisaged and delivered monthly management account and KPI reporting, as well as weekly 6 month rolling cashflow forecasts.

• Key member of the executive committee bringing analysis driven, financial, strategic and executive leadership to Board, as well as driving business growth and profitability in the Broker.
• Consistently delivering informative and accurate annual strategic planning, advancing depth of budgeting / forecasting analysis and presentations for the UK Broker
• Leading key developments and production of KPI and management reporting for the executive team and key business area
• Monitoring adherence to financial plans and ensure delivery of key company objectives
• Timely delivery of all statutory, management, cash-flow, taxation and regulatory reporting for the two broking entities
• FCA CF1 responsibility for UK broking regulated entities
• Chair of Finance & Securities and Business Information Steering Committees, Deputy Chairman of UK Broker Trading Committee and key member of several other strategic management committees
• Overall responsibility for day-to-day strategic running of the Finance, Pricing, Business Intelligence and Retention & Collection functions
• Developing a streamlined and cohesive team with high performance and business support centric to its ethos
• Building and owning relationships with 3rd parties such as banks, debt collection agencies, external auditors etc.
• Insurance Broker, Sunbury on Thames

Key achievements:

• Designed and executed a transformation of the finance function reducing overhead by c£250k while significantly improving resource employed, business partnering capabilities, automating processes, improving controls and efficiency in the team.
• Developed a data led Pricing function capable of delivering GLM based modelling and dynamic pricing solutions at point of quote, delivering significant pricing sophistication, decision making and a 15%+ improvement in sales margin.
• Transformed the BI and MI ability of the business by conceiving and leading a project to deliver a single data warehouse platform producing significant improvements in MI accuracy and BI.
• Designed and delivered key performance and financial reporting MI for the Board and equity owners with additional developments to support the sale of the business in 2019.
• Key lead in the 2017 restructuring of the two broking businesses that realised c£2m of annual savings.
• Outsourced Group payroll saving 50% of internal cost and delivering enhanced benefits to employees though changing pension provider, delivering group life assurance for all employees and salary sacrifice schemes.

• Responsibility for the Group monthly consolidated accounts process and leading the preparation of Group annual statutory accounts and the Group audit process
• Provision of technical leadership in the application of accounting standards and the delivery of financial compliance
• Co-ordination and oversight of the annual Group budget and reforecasting processes
• Leadership and development of each subsidiary finance team, including their development and upskilling, with a key focus on improvements in and maintenance of a quality finance control environment
• Support with the delivery of regular succinct and accurate reporting for both debt and equity investors, inclusive of cash flow and covenant monitoring, performance reporting and regular financial forecasting
• All aspects of taxation management, consulting with external advisers to ensure compliance and management of the business payroll process.
• Key achievements:
• Envisioned and executed a transformation of the finance function reducing overhead by c£250k while significantly improving resource employed and business partnering capabilities, automating processes, improving controls and efficiency in the team.
• Developed a data led Pricing function capable of delivering GLM based modelling and dynamic pricing solutions at the point of quote, delivering significant pricing sophistication, decision making and a 15%+ improvement in sales margin.
• Transformed the BI and MI ability of the business by conceiving and leading a project to deliver a single data warehouse platform producing significant improvements in the accuracy key MI and BI from one source.
• Designed and delivered key performance and financial reporting MI for the Board and equity owners with additional development of MI to support the sale of the business in 2019.
• Key lead in the 2017 restructuring of the two broking businesses that realised c£2m of annual savings.
• Outsourced the groups payroll function saving 50% of the internal cost and delivered enhanced benefits to the employees of the business including a pension provider change, group life assurance for all employees and salary sacrifice schemes.

• Developed and implemented divisional 3-year strategies for the Divisional CEO. Key focus on maximising profitability, with regular review of individual business performance and delivery of segmental analysis
• Envisaged and set up a team to manage all financial aspects of the Underwriting Divisions proposition including annual insurer audits
• Produced annual divisional results at the monthly Underwriter Steering Committee meetings, key MI including annual analysis included and evidenced balance sheet control
• Business partnered Senior Management in the commercial departments of the Personal Line Division to develop financial awareness, drive improved performance and support key decision making through financial analysis and discernable commentary / support
• Maintained a strong financial control framework including regular review of balance sheets
• Lead, appraised and developed staff (team of 9) as well as mentoring the wider finance team where appropriate.
• Key achievements:
• Envisaged and built a Claims Finance Support team giving strong control, key insight and support to the Head of Claims, the Underwriting Executive and our external insurance partners realising £1m of savings and £0.5m of cash from a division wide review of claims balances.
• Conceived and delivered detailed segmental analysis for the £200m GWP Home Insurance Business – sales and profitability – used by Senior Sales team to inform strategy and delivered to the Underwriting Board quarterly.
• Finance business partnering team were nominated as underwriting team of the year in 2015, coming 2nd.
• Established accurate month end reporting and significant improvement in balance sheet control.
• Managed the transition of accounting responsibility into a central Divisional Accounting team reducing my team from c12 to 5 staff but enhancing support to regional MD; the program delivered an annual cost saving target of £0.5m for the Division in 2014.

• Production of Distribution Corporate Plan including, non-margin income plans, Distribution capital expenditure plans, sales target setting and completion of the annual Distribution strategy paper
• Maintenance and governance of the quarterly Distribution sales incentive scheme
• Development and maintenance of a distribution profitability model and market share model for the Branch Network
• Deliver weekly, monthly and quarterly MI for the Distribution Regional and Head Office teams
• Produce and report on regular key analysis, challenge and commentary on Branch and Direct performance to the Distribution Director
• Production and delivery of all management reporting, regulatory reporting and statutory reporting for North Yorkshire Mortgages (NYM) & Amber Homeloans Ltd (Amber) to present to the Board.
• Key achievements:
• Built the Decision Support team giving key insight and support to the commercial and distribution senior team, culminating with the team winning two awards at the annual conference including employee of the year.
• Designed and delivered a model to illustrate the overall profitability of the branch network, the key product sales made and penetration in the locality for each branch.
• Designed, tested and delivered a balanced scorecard sales incentive scheme in 2013 - including being project lead for the process, oversight, governance and compliance with FSA guidelines which was well received by the branch network.
• Supported the Distribution Director and the Board with the creation of succinct, digestible and informative MI for the performance of the Distribution team.
• Restructured the processes, personnel and responsibilities to provide efficient, effective and accurate advice and reporting and offered positive support to the business in general.
• Addressed significant issues with the Excel forecasting models and the documentation of the models.
• Redesigned the monthly flash results and full Board reporting to the Executive Committee.
• Completed a strategic cost management program delivering an annual cost saving target of £1m in 2011.

• Interim role managing the production of their statutory and regulatory year end cycle for the Life and General insurance businesses and the production of the annual statutory and regulatory reports to internal and external deadlines.
• As well as this I assisted the finance team with researching technical aspects of the new consolidated bank accounts after the Co-op Bank's merger with the Britannia Building Society.
• Key achievements:

• Managing the financial planning and credit control teams for the business, reporting directly into the Finance Director for the business. As well as this I supported significant projects where finance involvement was required.
• Key achievements:
• Lead the migration of 2 subsidiary business into the head office, resulting in improved control and a 50% reduction in headcount.
• Due diligence on and the integration of a household insurance subsidiary into the Group reducing the head count of the acquired business by 60% while improving processing and control.
• Conception and delivery of a consistent MI suite and detailed planning model for scheme segmental income reporting to the Senior Management and sales teams.

• Managing the month end reporting, regulatory reporting and financial planning teams for the business, reporting directly into the General Manager of Finance.
• Key achievements:
• Conception, build and delivery of a 20-page monthly financial and non-financial Board report with performance drivers and accurate segmented key forecast information.
• Successful delivery of a new Business Intelligence solution for financial planning and budgeting on the Business Objects platform called PBU with consolidation of 200 cost centers and advanced audit as key functions.
• Delivery of Bank of England regulatory reporting into the Society's month end program.
• Created an automated Group consolidation model directly off the Oracle ledger system.

• Managing the annual statutory reporting, tax reporting, FCA regulatory reporting and quarterly OEIC reporting for the business. As well as this I supported significant projects where finance involvement was required.
• Key achievements:
• Envisaged and migrated the Society's accounting software system to produce a multi-entity platform.
• Primary resource for M&A analysis in 2004 / 2005 including project managing the integration of the UK Civil Service Benefits Society completed in 2004.
• Led and delivered a tender for the Society's banking requirements, saving the Society some £30k annually.
• Instigated procedural and documentation back up to all my key regulatory and statutory responsibilities.

• Various accounting roles producing monthly management reporting, quarterly regulatory reporting and supporting business leads with KPIs and in producing regular reforecasts and budgets for their businesses.