Summary

Work experience

• CTO , Chief Technology officer

  Virax Biolabs

  2018.04-Current

  (8 years)

  As CTO responsible for software selection, business process design and implementation of systems (finance, HR and procurement) to allow the company to comply with Chinese and overseas reporting and management requirements (including PIPL and GDPR), also responsible for the application development process for the mobile application to support the viraxcare mobile app, business development strategy input for our products in our target markets (EU, UK, Canada, Africa)
• Senior Consultant

  Profitabililty Business Solutions

  2019.04-2021.12

  (3 years)

  Responsible for the delivery of the training simulations here in China for this world leading experiential training organisation. I am currently growing the local Chinese based team, which made up expats and local Chinese, to allow us to delivery simulations in china in both English and Mandarin as we have bilingual facilitators. The company website is www.profitability.com
• Consultant Advisor

  BPP University and Business School

  2018.01-2019.04

  (a year)

  Bought on by the Head of the business school in BPP University and Business School to troubleshoot and help get the Chinese operation back on track as it was struggling in terms of direction and execution of the BPP strategy for China, • Helped identify and develop business opportunities for executive training and university student training here in China for BPP including training products • Mentored and helped to train local staff • Developed new relationships with universities here in China for BPP to develop in the future. • Secured BPP services to deliver training at key Government training programme (in conjunction with ICAEW China contact) • Developed new relationships with the Chinese based offices of the UK accounting bodies (ICAEW and UK), these did not exist beforehand.
• Core Finance Platform Project Manager- Contract role

  Fidelity investments

  2017.04-2018.07

  (a year)

  • As Core Finance Platform Project manager for the new finance system, Oracle Fusion, to replace the existing JD Edwards system I was responsible for the planning and management of this project • Responsible for coordinating and running the selection process for the Software vendor selection, completed on time by end of June, and initiated the Systems integrator selection process (completed in August 2017) • Managed the Chart of Accounts review workstream to recommend the new chart of accounts structure to be used in the new system and set up to address the weaknesses in the current coding structure • Provided guidance to the Canadian PM preparing for the transition from their existing systems across to the new FIL systems and the planning and preparation work needed to be done
• Senior Manager in Tech Enablement Division

  KPMG Management Consulting

  2015.07-2016.12

  (a year)

   Engaged to help build the KPMG "powered Finance" offering which clients used deliver organisational change transformation programs using Oracle Fusion as the underlying technology. I had key input into process design, process controls and user roles set up in Oracle Fusion to support the Operating models for Finance, Procurement and HR.  Project delivery lead Involved for the Oracle fusion (ERP) based transformation at a major UK plc (process design through to implementation, training and testing)  Advised and delivered 2 chart of accounts reviews prior to 2 multinational organisations moving from their current on premise oracle solutions to their Oracle Fusion cloud solution
• Vice President ERP Fusion Finance

  Certus Solutions LLP

  2014.01-2015.07

  (2 years)

   Engaged as VP to grow the ERP Fusion practice with a main focus on the Oracle Fusion Financials offering to complement the well established Fusion HCM practice.  Involved as process lead in three HCM Fusion implementation cycles for a large multinational Engineering company, a Telco and a Services client; this included process design and transformation phases, implementation, testing and release to client’s users post go live.
• Senior Manager

  Wipro Consulting - Contract role

  2013.06-2013.12

  (7 months)

   Hired as HR Process Team Lead for a transformation project that redesigned all business processes and brought users in the Group’s 22 companies onto a common platform.  responsible for managing the team and its deliverables and the plan of work to be completed  The team redesigned all HR processes to drive efficiency utilising Oracle R12 and Fusion as the ERP package and transferred processes to a shared services environment.
• Team and Process Lead - Contract role

  Certus Solutions LLP

  2010.05-2013.04

  (3 years)

   Engaged as a member of the Certus Consultancy Team to support the delivery of large scale business transformation projects and the development of the Oracle Fusions practice. completed 3 main projects during this time : 11/2011 to 04/2013: Ministry of Justice: Organisation and Restructuring Project  Strategy lead role to support a restructuring programme across the National Offender Management Service (NOMS) to reduce the number of roles and jobs in the organisation, strategy was looking at roles and structures  ran and upported the delivery of a bespoke job evaluation modelling tool, Whitmuir that enabled job review and mapped employees into the new roles.  actively liaised with senior NOMS management representatives on a regular basis to provide advice on the process and solution 06/2011 to 10/2011: Jardine Lloyd Thompson: Oracle R12 HR Project - Stream lead role  Deployed as an HR stream lead to drive the process and system redesign for the upgrade of the HR system at JLT to version 12.1.3 of Oracle HR. This involved process design, implementation and testing prior to handover to the client 05/2010 to 05/2011: The Ministry of Justice: HR Shared Services Project (Contract)  HR Team Lead, team was required to confirm the requirements and process changes required to enable the MoJ to transition their HR functions into the Newport Shared Services Centre and testing of the product prior to transition across to Newport. Responsible for a team of 6 and their outputs and deliverables according to plan  The transition included rolling out self-service HR functionality to the MoJ user community (c76000 employees), who were using a paper based system for HR processes.  Liaised regularly with the client management team to resolve design and process issues providing guidance on options and presenting recommendations to the Delivery Committee.
• Bank of America/ Merrill Lynch -General Ledger Consultant- contract role

  Mokum Change Management

  2013.01-2013.03

  (3 months)

  Was a General Ledger specialist engaged to support the delivery of a project for Bank of America and Merrill Lynch L to transition the EMEA Bank of America business units onto the Merrill Lynch Oracle GL platform.  Operated as the key contact for the UK, Netherlands and Belgian business units and led them through the testing required to complete the transition.
• Finance Transformation Project Process Lead

  The John Lewis Partnerhsip

  2007.10-2009.12

  (2 years)

   Engaged as project Process lead for the Partnership on process design and Chart of Accounts redesign for an Oracle R12 Financials implementation. Responsible for managing the process design , design workshops, working with the Systems Integrator IBM , Liaising with Business Directors and their teams for input, managing deliverables and timetable and plan for the process design.  Supported the wider Transformation project team including Partnership staff and the systems integrator IBM, advising on the structure and delivery of the ‘to be’ process design workshops.  Worked with Divisional Directors, Financial Controllers and users to drive project engagement and ensure that the system build reflected requirements and was scalable going forwards.  Involved in scenario creation, testing and review to ensure that process design maximised Oracle R12 features and limited the requirement for customisations.  Redesigned and improved the Chart of Accounts to provide a model to support future growth, this included setting up and supporting the month end process across the Partnership
• Lead Consultant

  Ternitabout consulting

  1998.08-2007.09

  (9 years)

  I did complete these roles on transformation projects from 1998 to 2007 via my consulting company The main projects are detailed below: Home Office Team lead 10/2005 to 09/2007  Engaged as Team Lead for HR process review and redesign to support the implementation of Oracle HR as part of a wider Home Office transition to a Shared Services Operating Model.  Provided significant input into Finance business processes including advising the Chart of Accounts Review Board on shaping a reporting strategy to support action for MI shortfall and the utilisation of Oracle talent management functionality.  Produced and managed the HR project plan and provided significant input into the project plan for the whole Shared Business Services programme.  Liaised closely with the business transformation, communication and implementation teams to ensure consistency and coherency of approach.  Delivered ‘to be’ process design workshops and reported issues to senior management.  Presented findings to senior management and provided guidance to them to allow them to make the business decisions required.  Carried out gap analysis between desired process and functionality provided by Oracle and provided detailed specifications or options for issue resolution.  Produced test scripts and completed the testing of Oracle. Rural Payments Agency 02/2003 to 08/2005 Process team lead for HR processes , responsible for mapping and redesigning HR processes COLT Telecommunications - Multinational European Business focused Telco -1998-2001 I was the process team lead for Procurement and Inventory for this pan european roll out of new processes and technology. Worked in Netherlands, Germany, France, Spain and Italy. I was responsible for process design, implementation, training on the process and system
• Senior Associate

  Coopers and Lybrand Management Consulting -- now PwC Management Consulting

  1991.01-1997.07

  (7 years)

  I qualified in audit as an accountant (ACA ICAEW) in England and then I moved to the Management consulting division of the organisation where I focused on process design, change and IT systems

Educational experience

• TEFAL .org.uk

  TEFAL Premier 140 hour course

  2019.10-2020.02

  (5 months)

  TEFAL qualification - completed 140 Premier course to allow me to teach English as a foreign language
• Institute of Chartered Accountants in England and Wales

  Professional Accountancy qualification

  1990.01-1993.06

  (3 years)

  Professional accounting qualification
• Cambridge University

  Natural Sciences- Plant Genetics

  1986.09-1986.09

  Specialised in Plant Genetics and Botany in Final year, included Chemistry in the first 2 years