Experience
Big-company finance discipline, applied to growing businesses.
I've spent more than 25 years in finance leadership, partnering with CEOs, founders and leadership teams, including 23 years at Accenture, one of the world's leading technology and AI services firms.
My focus is technology and professional services businesses, including IT services, software, AI, cyber security, consultancies and agencies, where profit depends on pricing, people and delivery. I've also worked with marketplaces and across banking, insurance, energy, utilities, property, retail and travel. The playbooks on this site come from that work.
What senior leaders say
“One point that clearly differentiates Alex from other finance people I have worked with is that he took the time and effort to understand the industry, clients and develop relationships with the client teams.”
“An acute eye for not only the detail but what's the relevance of past performance and the actions needed for the future. This is a hard trait to find.”
“Alex is confident, not afraid to challenge when necessary and offer suggestions when needed. He will always ensure the finance side supports the business.”
Case studies
What that looks like in practice.
Getting an early-stage marketplace ready for investment (TaskM8)
The situation
A pre-launch, technology-enabled marketplace needed a clear view of cash, funding and ownership before approaching investors.
What I did
Built the financial model and cash-flow forecast, developed the cap table and funding scenarios, set up the KPI framework and reporting for launch, strengthened governance, and built the investor data room.
The result
A credible financial case for a planned multi-million-pound seed raise, and EIS/SEIS advance assurance obtained with zero HMRC queries.
Turning round falling margins
The situation
Gross margin had fallen by 2 percentage points, while sales costs rose from 6% to 7% of revenue.
What I did
Focused effort on the most valuable clients, tightened pricing, recovered underperforming contracts and improved the mix of work.
The result
Margin up by more than 1 percentage point within six months and more than 2 by year-end. Lower selling costs made it the most efficient business unit in its UK, Ireland and Africa region, and the approach was then adopted across a $5bn regional business.
Fixing pricing after an acquisition
The situation
An acquired business was charging lower rates to a shared client, putting the investment case at risk.
What I did
Standardised rates, changed the team mix to improve delivery costs, and used fixed-price deals where rates limited margin.
The result
A 20% uplift in profit margin.
Rebuilding trust in the forecast
The situation
Forecast accuracy, and leadership's confidence in it, had slipped.
What I did
Cross-checked operational data, the sales pipeline and current trading, made every assumption visible, and coached the finance lead.
The result
Credibility restored, with the improved process handed back to the existing team.
Finding out why sales were up but revenue was down
The situation
Sales bookings kept rising, yet revenue was falling, and nobody could explain why.
What I did
Pulled data together from several systems and found the cause in the mix: less short-term work, deals signed with no guaranteed spend, and more extensions in place of genuinely new business. Changed the reporting to track new business and short-term sales, and tightened how sales were booked.
The result
The leadership team could see the real drivers of revenue, and sales effort was refocused on growth that converts into revenue.
Holding the line on the numbers
The situation
A senior leader wanted to avoid a write-down on an underperforming contract that the accounting rules required.
What I did
Made sure I understood the full picture, explained what the rules required and why, and brought in a technical accounting specialist on the finer points.
The result
The right treatment was applied and audit issues were avoided. It wasn't the popular answer, but it was the right one, and it's why leaders and auditors trusted my numbers.
Also delivered: a 50% cut in the cost of underperforming contracts; a review of 100+ contracts after an acquisition; finance team costs reduced by more than 50% without loss of service; integration of a cyber security acquisition; and, as a charity treasurer, a quarterly board reporting pack and annual accounts built from scratch.
Accenture examples have been generalised to protect client confidentiality.
Career
| Role | What it involved |
|---|---|
| Fractional CFONow | CFO and director at TaskM8; strategy, fundraising and financial modelling for founder-led businesses |
| Finance Director, Financial Services UK & Ireland, Accenture2019–2024 | Member of the leadership team for a $1.5bn portfolio of around 200 banking, capital markets and insurance clients; led strategy, planning and the profit improvement programme |
| Resources (Energy & Utilities) Finance Director, Accenture2011–2019 | Finance lead for energy, utilities, chemicals and natural resources clients; forecasting, planning and financial training for the business |
| Technology Finance Lead, Accenture2009–2011 | Finance for two-thirds of the UK & Ireland business; led profit improvement and rebuilt management information after a restructure |
| Client Financial Management, Accenture2001–2009 | Finance lead for major bank and supermarket clients, including Barclays and Sainsbury's; pricing, contract renegotiation and a team of up to 15 |
| Finance Analyst, British Airways1999–2001 | Centralised European financial accounting into the UK; managed a team of 14 |
| Auditor, PKF (Pannell Kerr Forster)1994–1999 | Trained as a Chartered Accountant in audit, internal audit and corporate finance |
Qualifications and roles
- ICAEW Chartered Accountant (ACA)
- BSc Economics and Accounting, University of Hull
- Company Director
- Charity Trustee and Treasurer
How I work
Approachable, adaptable and collaborative. I value trust, integrity, accountability and transparency: you'll always know what I'm doing, why it matters and what it's worth to you. I tell founders, boards and investors the same story, because trust in the numbers is what everything else depends on.
Early in my career I didn't flag a big change in a forecast early enough, and a senior leader told me my numbers were “like a live wire flapping in the wind”. I've made sure there are no surprises ever since, good or bad, and years later colleagues were asking for “the Alex algorithm”. Experience is the foundation; clarity is what I bring.