Cross departmental partnering

Company or Client – XYZ Co (client agent confidentiality)
Trading activity – Producer of industrial minerals.

What?

Following an ERP system failure and the resignation of two subsequent financial controllers in 2001, I was seconded to take control over what can only be described as an “emergency” situation. The relationship between finance¬† and other key departments was at its low.

How?

  • Called all 16 production managers, head of IT, 4 heads of sales divisions and head of logistics individually to re-open communication channels, to initiate a new (proactive, trusting, open and friendly) relationship and to arrange face to face individual meetings.
  • Called an emergency open day session with the finance team to highlight major crisis point and prioritise tasks to bring the situation under control as quickly as possible.
  • Carried out extensive research on individual plants, teams, managers and process fault lines to set effective agenda for each meetings.
  • Carried out all individual meetings and took detailed notes. Almost neutralised the embedded departmental politics with open, friendly, non-political and blame-free approach to stabilise a crisis situation.
  • Carried out process audit and sought FD’s approval for immediate process and system related measures.
  • Mapped out all relationship fault lines.
  • Took individual steps to appraise each fault line and repair them.

Company or Client – Team Homes & Sister companies
Trading activity – Property development, Modular and precast Construction & GreenTech

What?

Worked very closely with all departments in providing proactive and insightful information to support business decisions and transformed finance as a real value added support and internal consultancy function.

How?

  • Enabled management to explore strategic initiatives by providing timely proactive information based on actual & research based data and what if modelling.
  • Compiled timely management information pack to include budget, variance analysis, income statement, balance sheet, cashflow, risk analysis, KPI report, functional non- financial reports (e.g. H&S, HR, IT etc), process innovation, project report, funding status review, strategic review and financial commentary etc.
  • Provided production department extensive multi dimensional cost analysis to control manufacturing costs. From the system price matrix a line by line price comparison was carried out every month which highlighted to the buyer if¬† actual prices exceeded the optimal price based on the supplier data feed. This was always keeping the price down.
  • Project team was provided with a real-time link to project appraisal and sub contractor accounts enabling them to speak to sub contractors with confidence.
  • Assisted site finding team in carrying out quick appraisal of sites in less than 15 mins enabling them to minimise time spend on non-starter projects.
  • Assisted all departments in appraising their cost forecast and in eliminating waste.