1. Educación

Steve J Bailey BSc ACA
07977 – 001315
[email protected]
www.rosierbailey.com
The Rock
Richards Castle
Ludlow
SY8 4ES
May 2014 – January 2015: LINPAC Group – Consultant
(Business details in section below - 2009 to 2013) – Specialist project role working with legal and economic advisors.
October 2013 – May 2014: Renold plc – Interim Manager
Renold manufactures industrial power transmission and conveyor chain products worldwide. Headquartered in
Manchester along with UK chain manufacturing. Business reach is Global. Turnover £200m, 2300 staff.
Financially managed the transition from full capability manufacturing site to assembly cell. Staged rundown of activities
and product and equipment transfer programme achieved on time, with loss reduced by 15% vs target.
Effective management and tracking of multiple transition activities including transfers of raw materials, components and
finished goods to sister operations in the US and Germany.
Identification and mitigation of issues ahead of impact. Management of expectations and communication with sister
project teams, locally and corporate. Successful transfer of business to new assembly service centre, legacy operation
closed, with clear audit report. Service level maintained despite orders increasing by 28% during transfer activities.
December 2009 – July 2013: LINPAC Group and LINPAC Packaging – Interim Manager
LINPAC Packaging is an autonomous division of LINPAC group, manufacturing primary food packaging. Products include
trays from expanded polystyrene and rPET, PVC films and Barrier Films. The group included two other principal
operating divisions: Allibert (returnable transit packaging – food, automotive and general industrial sectors) and Ropak
(US based pails business). Business reach is Europe, North and South America, and China. Turnover £600m, 2900 staff.
Created initiative based cross regional and cross functional integrated strategic plan. High level of interaction with
European business leaders and key members of their teams. Design, implementation, and subsequent improvement to
process and models. Delivered a robust set of regional and consolidated plans over a five year horizon built from specific
initiatives with local buy-in. Created refinancing model with full sensitivity functionality linked to strategic plan.
Worked with local teams in under-performing regions, particularly Germany and Spain, to identify remedial actions,
quantify impacts and drive improvements. Provided clear information and a forward view to enable timely reaction.
Ensured cross regional impacts were understood and robust quantification incorporated in proposals, including new
regions and new production lines.
Drove improvements in margin management in commercial & financial functions to ensure cohesion of initiatives,
budgets and reforecasts to maintain gross margin in volatile commercial and raw material markets. Reviewed and
challenged commercial trends by region, sector, and product group, to maximise business revenues and ensured the use
of pricing management methodologies and toolkits to enable improved customer profitability. Use of bridges to
enhance understanding of performance drivers within the business.
January 2008 – June 2009: LINPAC Allibert - Divisional Controller
Autonomous division of the LINPAC Group, manufacturing returnable transit packaging (RTP) and operating throughout
Europe and South America across retail, automotive and general industrial sectors. Turnover €400m, 600 staff.
Achieved robust consistent reporting of diverse projects to enable tracking of benefits. Regular review of results enabled
project delivery to be chased in the local regions and gave visibility of improvement opportunities that could be applied
across multiple regions. Benefits in excess of £1m cashflow improvements within 6 months.
Relocated divisional finance function from Paris to the UK, with reduced core staff and improvements in profit,
cashflow, working capital forecasting and reporting across all business entities. Shifted structural focus to use short term
project roles involving finance specialists to work on key business initiatives aligned to strategy.
April 2007 – January 2008: Uniq plc – St-Ivel - Finance Director Designate
The principal division of Uniq – St-Ivel, producing chilled desserts for retailers including M&S and Tesco. Autonomous
operation through two business units and was then in a period of recovery. Turnover £450m, 3200 staff, UK based.
Ensured stability of core information, including budgets and forecasts, together with targeted development of the
finance team. Reporting was developed to ensure clarity of the financial position in all areas across the two business
units, through operational performance to product profitability and promotional activity. Finance team reliance on
external contractors reduced. Core team stabilised with plans for ongoing capability development.
November 2005 – April 2007: ESAB Holdings - Project Owner, Working Capital Reduction - Trade Debt.
ESAB is the world leader in welding consumables, equipment and advanced cutting systems. The business has global
reach with turnover of £800m and 6100 staff.
Hands-on project management role which required high levels of staff persuasion, stakeholder management and focus
on requirements to ensure delivery of results.
Provided guidance, KPI’s, and feedback to the regional businesses. Instrumental in bringing five regions back to below
budgeted levels of Days Sales Outstanding (DSO) and Percentage of Debt Overdue (PDO). Overdue debt over 7 days
reduced by £4m (40%), DSO reduced by 5 days (6%), and PDO reduced by 4% to 10%. Performance sustained ongoing.
March 2004 – July 2005: Finning (UK) / Lex Harvey - Process Owner – Materials Handling Integration.
February 2003 – February 2004: Finning (UK) - Process stream specialist – DBSi implementation
Finning are listed on the Toronto stock exchange and are Caterpillar’s largest dealer, operating across Canada, South
America and the UK. There are three principal divisions based on equipment, being construction, materials handling and
power generation. To grow the existing materials handling operation, the forklift truck business of Lex Harvey was
acquired in 2003 from the RAC. UK Turnover £700m, 2300 staff.
Co-ordinated the financial systems integration of LEX Harvey into Finning (UK) Materials Handling Division and ensured
cross project solution of common issues, including the alignment of commercial terms, the transfer of work in progress
and cross-project customer communications.
Implemented SAP as part of the DBSi suite developed by Caterpillar, across all procurement, accounts payable and
accounts receivable. Structure is expandable to worldwide sister businesses. UK benefits £2.0m ongoing.
Preceding Permanent Roles
2000 – 2002: United Biscuits Supply Chain Financial Planning Manager (£320m cost base, 4100 staff, 5 factories, Hayes)
Incl. site rationalisation (plan for £8.5m cost saving) and reorganisation of management within sites.
1998 – 2000: United Biscuits Process Change & Site Implementation Manager (SAP implementation, Twickenham +)
1995 – 1998: McVities Finance and Operational Planning Manager + Deputy Factory General Manager (£100m t/o site)
1993 – 1995: Ross Young’s, Finance Manager (£35m turnover sandwich facility selling to M&S)
1991 – 1993: Decorative Products Group Financial Controller & Group Company Secretary (Ceramics + Wallpapers)
1986 – 1991: Ernst & Young, Senior Accountant – Business Recovery (Exeter based)
Key Skills
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Delivering sustainable improvements
Releasing value from integration across traditional boundaries
Project and Programme management and implementation
Business reorganisation and delivering organisational change
Team management, support and development – directly and within remote matrix structures
Additional Information, Short Courses & Education
British Nationality. Married with one son, interests include property & garden structural design.
1990
1986
Creating Competitive Advantage
Services Marketing
Managing Strategic Responsibility
Creating Shareholder Value
Strategic Planning
Chartered Accountant
Degree – BSc (Hons) Physics (2:1)
Said Business School, University of Oxford
Coutts Consulting
Kepner Tregoe
Management Development Associates
Bradford University
Ernst & Young, Exeter
University of Birmingham