Brought in to stabilise, simplify and strengthen the financial function, I led a full strategic transformation across contracts, cashflow, systems, and team structure.

1️⃣ Brought the NHS contracts back under control

Cleaned and simplified reconciliation spreadsheets

Caught up the reconciliation backlog

Implemented monthly monitoring to track expected vs actual ICB payments

Introduced new processes to quickly identify missing payments

Attended commissioner meetings to agree actions, resolve issues and set payment timelines

Tidied and corrected NHS transactions in the accounting system

Fully resolved the audit concern around contract management

2️⃣ Recovered payments and improved commissioner relationships

Renegotiated an overperforming contract to increase monthly payments

Agreed a monthly reconciliation cycle with one ICB to speed up income

Recovered £900,000 in overdue NHS payments

Alerted leadership to an underperforming contract that had gone unnoticed

3️⃣ Fixed the PMI billing crisis

Identified why invoices were being rejected by the provider’s system

Worked with the PMI provider to correct the issue and secure payment for historic invoices

Submitted all outstanding invoices through an exceptions process

Recovered £500,000 in PMI payments

Strengthened the long-term processes and provider relationship

4️⃣ Created cashflow forecasting from scratch

Designed and implemented a robust, daily-updated cashflow model

Gave leadership full visibility of cash over coming weeks and months

Enabled proactive planning instead of reactive crisis management

Ensured payroll and supplier payments were protected

5️⃣ Rebuilt the finance team for long-term stability

Restructured the department

Created missing roles and recruited to fill critical gaps

Reduced the pressure on remaining staff

Introduced a business partnering model for all budget holders

Strengthened cost control through improved collaboration