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BI Developer | Analyst | FP&A - Working with large and SME businesses to deliver focused project solutions
Jez Ash
,
York, United Kingdom
Experience
Other titles
Skills
I'm offering
Versatile and very successful senior finance interim
With a wealth of commercial skills acquired across a wide range of roles with over 23 years of experience within both private and public sectors.
Superior analytical, problem solving and system skills
Passionate about providing key insights and relevant performance information. Hands-on, strategic, and operationally focused business partner that encourages and supports all positive change initiatives; collaborating widely at all levels, and always seeking ways to be more efficient and effective.
With a wealth of commercial skills acquired across a wide range of roles with over 23 years of experience within both private and public sectors.
Superior analytical, problem solving and system skills
Passionate about providing key insights and relevant performance information. Hands-on, strategic, and operationally focused business partner that encourages and supports all positive change initiatives; collaborating widely at all levels, and always seeking ways to be more efficient and effective.
Markets
United Kingdom
Links for more
Once you have created a company account and a job, you can access the profiles links.
Industries
Language
English
Fluently
Ready for
Larger project
Available
My experience
2019 - 2020
freelance
Interim FP&A Manager
CBT Clinics Group.
Growing PE backed psychological assessment and treatment service
Set-up the FP&A outputs of the newly established Group. Creating the Month End Finance Performance Packs to be used by both companies in the Group and consolidated these into a single pack that then fed into the CFO inputs of the Board Packs.
Maintained and updated the Finance Model in terms of projected referrer performance and cost forecasts, having held commercial pipeline meetings with the Account Management and Commercial teams.
Supported the integration of the Moving Minds business into the monthly reporting obligations of the Group.
Prepared the FY20 Group Budget template models and analysis, providing the final outputs for the investors.
Developed and updated the capacity planning models for both companies, liaising with HR and the Operations teams.
Various ad hoc analysis as required by the CFO, the investors and the wider business. Also researched and proposed a few potential suppliers of a new budgeting and forecasting tool.
Enhancing and developing the auction debtors and creditors cash flow template model, to take account of the different auction types (Dealers/Fleet/Mercedes/Non-runners) across each of the 6 physical sites and the digital online site.
Average payment profiles from customers / to vendors by each site and auction type were determined to build a profile to project future collections and payments to flow into the overall cash flow model to be shared with private equity investors.
The forecast took account of historic debt still owed and historic credit owing; the current month's auction collections/payments amended for any deviations to the profiles; and a future forecast built on monthly daily sales volumes per site managers with monthly updates to the average auction sales price per each auction type by each site. Buyer fee/vendor fee average percentages were also reviewed and updated to ascertain the current run rates to apply to the model.
Set-up the FP&A outputs of the newly established Group. Creating the Month End Finance Performance Packs to be used by both companies in the Group and consolidated these into a single pack that then fed into the CFO inputs of the Board Packs.
Maintained and updated the Finance Model in terms of projected referrer performance and cost forecasts, having held commercial pipeline meetings with the Account Management and Commercial teams.
Supported the integration of the Moving Minds business into the monthly reporting obligations of the Group.
Prepared the FY20 Group Budget template models and analysis, providing the final outputs for the investors.
Developed and updated the capacity planning models for both companies, liaising with HR and the Operations teams.
Various ad hoc analysis as required by the CFO, the investors and the wider business. Also researched and proposed a few potential suppliers of a new budgeting and forecasting tool.
Enhancing and developing the auction debtors and creditors cash flow template model, to take account of the different auction types (Dealers/Fleet/Mercedes/Non-runners) across each of the 6 physical sites and the digital online site.
Average payment profiles from customers / to vendors by each site and auction type were determined to build a profile to project future collections and payments to flow into the overall cash flow model to be shared with private equity investors.
The forecast took account of historic debt still owed and historic credit owing; the current month's auction collections/payments amended for any deviations to the profiles; and a future forecast built on monthly daily sales volumes per site managers with monthly updates to the average auction sales price per each auction type by each site. Buyer fee/vendor fee average percentages were also reviewed and updated to ascertain the current run rates to apply to the model.
CFO, Manager, Interim, Forecast, Planning, Online, Accountant, Assessment, Operations, Service, Sales, Finance, Integration, Management, Forecasting, Account management, Budget
2018 - 2019
freelance
Interim Financial/Cash flow Accountant
Aston Barclay.
Enhancing and developing the auction debtors and creditors cash flow template model, to take account of the different auction types (Dealers/Fleet/Mercedes/Non-runners) across each of the 6 physical sites and the digital online site.
Average payment profiles from customers / to vendors by each site and auction type were determined to build a profile to project future collections and payments to flow into the overall cash flow model to be shared with private equity investors.
The forecast took account of historic debt still owed and historic credit owing; the current month’s auction collections/payments amended for any deviations to the profiles; and a future forecast built on monthly daily sales volumes per site managers with monthly updates to the average auction sales price per each auction type by each site. Buyer fee/vendor fee average percentages were also reviewed and updated to ascertain the current run rates to apply to the model.
Average payment profiles from customers / to vendors by each site and auction type were determined to build a profile to project future collections and payments to flow into the overall cash flow model to be shared with private equity investors.
The forecast took account of historic debt still owed and historic credit owing; the current month’s auction collections/payments amended for any deviations to the profiles; and a future forecast built on monthly daily sales volumes per site managers with monthly updates to the average auction sales price per each auction type by each site. Buyer fee/vendor fee average percentages were also reviewed and updated to ascertain the current run rates to apply to the model.
Analyst, Interim
2018 - 2019
freelance
Interim UK Commercial Analyst
Northgate plc.
The leading light commercial vehicle hire business in the UK, Spain and Ireland.
2018 £471.2m revenue
Through the manipulation of large datasets and use of Business Intelligence tools I helped to improve the reporting landscape and add value to Northgate's decision making by slicing up the data to understand operations better.
Marginal ROCE Analysis for Group CEO - major project looking into the current mix of business generated by entirely new customers, by new business with additional vehicles added to existing accounts and retained business where it was necessary to reduce price due to competitive pressure.
Prepared the data for the Year End/Half Year Margin Walk Model:
→ Extracted the raw data from OLAP cube queries and combined the monthly depreciation charges per vehicle from Accounting. Sliced the data by sales channel, customer group, vehicle group and product
→ Key metrics could then be derived: Revenue, VOH, Implied Weekly Hire Rate, Allocated Depreciation, Weekly Depreciation charge, Implied Rental Margin (depreciation only), Implied Rental Margin Rate%.
→ Due to the large data set involved I built the necessary database and queries to enable this. There were reconciliation adjustments needed to ensure that the revenue tied back to the reported P&L and the assigned depreciation figures needed grossing up to reflect the full cost rather than what had simply been assigned based on days on hire.
→ The final output of the model was two waterfall charts illustrating the margin walk between the ten variables and their impacts between the opening and closing time periods.
Defleet Form SharePoint Development: - As part of a collaboration project between Business Intelligence, Finance, Asset Management and Sales I streamlined the Defleet process by creating a SharePoint site using the newer version available in Office365 which could be updated behind the scenes using MS Access and some append/update/delete queries. This enables Northgate to engage better with its customers, determine upcoming procurement requirements and be more aware of future disposals as the relevant information is all in one place.
Carried out a review of best practice KPIs for the Rental Industry leading to the recommendation that Northgate use the Financial Utilisation metric in addition to physical utilisation, as well as apportioning the fleet between a "Base" fleet, "New" fleet and "Defleeted" for performance reviews.
Monthly Depreciation Margin Analysis Report - In light of increasing vehicle costs, and a changing product mix, Group Finance requested the development of a new monthly report that enabled a better understanding of the monthly margin movements. In ensuring to consider the following variables: Sales Channel, New vs Existing Customers, New vs Existing Reservations, I created a report that enabled key metrics (Vehicles on Hire, Average Weekly Hire Rate, Average Purchase Cost of Vehicle, Average Assigned Depreciation, Average Depreciation Rate%, Average Weekly Depreciation Rate before Utilisation adjustment, Average Weekly Depreciation Rate post Utilisation adjustment, Average GM% based on Existing Vehicles) to be shown and variances derived.
Involved in key business projects by providing analytical support and assistance for various adhoc requests:
• Peak hire planning report (Oct-Dec),
• Telematics business case financial template
• Average hire length of vehicle,
• % of new reservations terminating in the same month
• Customer dormancy - % of customers still active after their first 12 months of trading
• In Life Utilisation Analysis - reviewed the utilisation rates of the four most popular models over the first 4 years of their in fleet life as part of a wider review to generate the optimum de-fleet profile by vehicle so as to better manage the asset base
• Minimum term product cannibalisation - reviewed customer rentals to determine what percentage of new reservations were being taken on a 12 month plus minimum term as compared to the standard flexible hire product previously hired.
• Disposal channel analysis of residual values as part of a pricing risk review
2018 £471.2m revenue
Through the manipulation of large datasets and use of Business Intelligence tools I helped to improve the reporting landscape and add value to Northgate's decision making by slicing up the data to understand operations better.
Marginal ROCE Analysis for Group CEO - major project looking into the current mix of business generated by entirely new customers, by new business with additional vehicles added to existing accounts and retained business where it was necessary to reduce price due to competitive pressure.
Prepared the data for the Year End/Half Year Margin Walk Model:
→ Extracted the raw data from OLAP cube queries and combined the monthly depreciation charges per vehicle from Accounting. Sliced the data by sales channel, customer group, vehicle group and product
→ Key metrics could then be derived: Revenue, VOH, Implied Weekly Hire Rate, Allocated Depreciation, Weekly Depreciation charge, Implied Rental Margin (depreciation only), Implied Rental Margin Rate%.
→ Due to the large data set involved I built the necessary database and queries to enable this. There were reconciliation adjustments needed to ensure that the revenue tied back to the reported P&L and the assigned depreciation figures needed grossing up to reflect the full cost rather than what had simply been assigned based on days on hire.
→ The final output of the model was two waterfall charts illustrating the margin walk between the ten variables and their impacts between the opening and closing time periods.
Defleet Form SharePoint Development: - As part of a collaboration project between Business Intelligence, Finance, Asset Management and Sales I streamlined the Defleet process by creating a SharePoint site using the newer version available in Office365 which could be updated behind the scenes using MS Access and some append/update/delete queries. This enables Northgate to engage better with its customers, determine upcoming procurement requirements and be more aware of future disposals as the relevant information is all in one place.
Carried out a review of best practice KPIs for the Rental Industry leading to the recommendation that Northgate use the Financial Utilisation metric in addition to physical utilisation, as well as apportioning the fleet between a "Base" fleet, "New" fleet and "Defleeted" for performance reviews.
Monthly Depreciation Margin Analysis Report - In light of increasing vehicle costs, and a changing product mix, Group Finance requested the development of a new monthly report that enabled a better understanding of the monthly margin movements. In ensuring to consider the following variables: Sales Channel, New vs Existing Customers, New vs Existing Reservations, I created a report that enabled key metrics (Vehicles on Hire, Average Weekly Hire Rate, Average Purchase Cost of Vehicle, Average Assigned Depreciation, Average Depreciation Rate%, Average Weekly Depreciation Rate before Utilisation adjustment, Average Weekly Depreciation Rate post Utilisation adjustment, Average GM% based on Existing Vehicles) to be shown and variances derived.
Involved in key business projects by providing analytical support and assistance for various adhoc requests:
• Peak hire planning report (Oct-Dec),
• Telematics business case financial template
• Average hire length of vehicle,
• % of new reservations terminating in the same month
• Customer dormancy - % of customers still active after their first 12 months of trading
• In Life Utilisation Analysis - reviewed the utilisation rates of the four most popular models over the first 4 years of their in fleet life as part of a wider review to generate the optimum de-fleet profile by vehicle so as to better manage the asset base
• Minimum term product cannibalisation - reviewed customer rentals to determine what percentage of new reservations were being taken on a 12 month plus minimum term as compared to the standard flexible hire product previously hired.
• Disposal channel analysis of residual values as part of a pricing risk review
Business Case, OLAP, Office365, Planning, Development, SharePoint Development, Access, Business Intelligence, Sales, Finance, Asset Management, Management, Database, Procurement, SharePoint, Operations
2017 - 2017
freelance
Interim Data Analyst
WSP.
One of the world's leading engineering professional services consulting firms 2016 Net Revenue $4.9bn
Prepared weekly utilisation and missing timesheet reports by person and by discipline; created an additional utilisation report in relation to all employees earning >£70k.
Produced monthly Key Client reports prior to them migrating to Metapraxis. Created new dashboards and reports relating to Services and Local Government clients, ensuring that the Key Client mappings were maintained and up to date.
Prepared Ad hoc reports concerning such matters as excess hours and overall travel sustainability reporting.
Prepared weekly utilisation and missing timesheet reports by person and by discipline; created an additional utilisation report in relation to all employees earning >£70k.
Produced monthly Key Client reports prior to them migrating to Metapraxis. Created new dashboards and reports relating to Services and Local Government clients, ensuring that the Key Client mappings were maintained and up to date.
Prepared Ad hoc reports concerning such matters as excess hours and overall travel sustainability reporting.
Sustainability, Consulting, Engineering, Analyst, Interim
2016 - 2017
freelance
Interim Commercial Finance Manager
Capita - PCSE.
Managed the Excel monthly forecast to be loaded into Axiom, with particular focus around the staffing levels by work stream, modelling these to the latest operational projections.
Pulled together the 2017 Business Plan Pack by consolidating the various inputs from Axiom, the Excel working file and inputs from the Finance Director and Commercial Director.
Prepared the NHS Quarterly report to strip out internal Capita profit margins to be presented to NHS England.
Pulled together the 2017 Business Plan Pack by consolidating the various inputs from Axiom, the Excel working file and inputs from the Finance Director and Commercial Director.
Prepared the NHS Quarterly report to strip out internal Capita profit margins to be presented to NHS England.
Finance, Interim, Manager
2016 - 2016
freelance
Interim Data Analyst
WSP.
Prepared weekly utilisation and missing timesheet reports by person and by discipline and updated KPIs and Key metrics on Metapraxis the Management Dashboard on a weekly / monthly basis.
Produced monthly Key Client reports relating to Platinum / Gold / International customers, Industry Sectors and Discipline Key Clients. These reports focused on Net Revenue / Direct Labour / Multipliers / Work in hand / Prospects / Debt and Work in Progress.
Introduced a new control process to ensure that the Net Revenue and the Direct Labour numbers from Agresso tied out to those being reported in HFM (Hyperion) and ensured that the Key Client mappings were kept up to date.
Created Agresso / Excelerator Reports – to simplify and speed up the reporting process with faster data extraction, as well as refining the monthly reporting process to reduce the size of the data files, and the steps in the process.
Prepared Ad hoc reports concerning such matters as training utilisation; excess hours; mileage reports and overall travel sustainability reporting.
Tested the new online forecasting tool in time for the upcoming quarterly forecast and annual budget.
Produced monthly Key Client reports relating to Platinum / Gold / International customers, Industry Sectors and Discipline Key Clients. These reports focused on Net Revenue / Direct Labour / Multipliers / Work in hand / Prospects / Debt and Work in Progress.
Introduced a new control process to ensure that the Net Revenue and the Direct Labour numbers from Agresso tied out to those being reported in HFM (Hyperion) and ensured that the Key Client mappings were kept up to date.
Created Agresso / Excelerator Reports – to simplify and speed up the reporting process with faster data extraction, as well as refining the monthly reporting process to reduce the size of the data files, and the steps in the process.
Prepared Ad hoc reports concerning such matters as training utilisation; excess hours; mileage reports and overall travel sustainability reporting.
Tested the new online forecasting tool in time for the upcoming quarterly forecast and annual budget.
Budget, Forecasting, Training, Sustainability, Management, Net, Analyst, International, Online, Forecast, Interim, UP, Agresso
2015 - 2015
freelance
Interim Business Objects Consultant
Bettys & Taylors.
Designed a suite of Business Objects reports based upon newly installed Sales Planning software.
Created reports for the Commercial Finance Team from both a product line and customer group perspectives; enabling comparisons to last year, the original budget, the latest quarter forecasts, and closed period end forecasts.
Developed reports to assist the Sales Team with their retailer joint business planning, ensuring that the reports fitted their user needs as well as the retail customers.
Liaising with Head of New Product Development, devised suitable reports showing projected sales and contribution of new product lines to key customer accounts on a year-to-date and year-to-go basis, and provided a comparison to budget/latest quarterly forecast.
Created reports for the Commercial Finance Team from both a product line and customer group perspectives; enabling comparisons to last year, the original budget, the latest quarter forecasts, and closed period end forecasts.
Developed reports to assist the Sales Team with their retailer joint business planning, ensuring that the reports fitted their user needs as well as the retail customers.
Liaising with Head of New Product Development, devised suitable reports showing projected sales and contribution of new product lines to key customer accounts on a year-to-date and year-to-go basis, and provided a comparison to budget/latest quarterly forecast.
Interim, Development of reporting
My education
1993
-
1996
University of Hull
BSc Hons 2:1, Accounting
BSc Hons 2:1, Accounting
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