- Board reporting
- At a 1,100-site group I owned the monthly board pack and presented the business plan and budget to the chief executive. You get the same discipline in a short monthly pack: what happened, why, and what to do next.
- Forecasts that hold up
- Budgets, reforecasts and a three-year plan built the way lenders and investors expect, so they see a business that knows its numbers.
- Cashflow control
- A 13-week rolling cashflow forecast, the tool I introduced at group level, so you see pressure points weeks ahead.
- Deals and funding
- I’ve supported M&A work including due diligence, divestments, sale and leaseback, and a £2.2bn transaction. I bring that rigour to buying a site, refinancing or raising money.
- Commercial decisions
- Pricing, range, wage and loyalty models, and appraisals for new sites and refits, built on your own data.
- An independent view
- Someone who isn’t in the day-to-day, asking the questions that stop expensive mistakes.