Previous Projects

SOX & Internal Audit


Brakes / Sysco

  • SOX implementation across Europe – Implemented an European SOX function covering the UK, France and Sweden following acquisition by the US firm, Sysco
  • Remediation – Responsible for remediation over 500 deficiencies
  • Control rationalisation – Rationalisation of control framework from over 600 key controls to just under 400
  • External Auditors – Managed relationship with EY as well as established a Steerco to ensure governance was retained
  • Project Management – Regular reporting on milestones and progress at a control and process level
  • Training – Training the Business and providing support via drop in sessions
  • Significant deficiencies – Managed a number of potential significant deficiencies ensuring they were succesfully closed down
  • Quality – Reduced level of Independent testing required by EY to 33% and the UK controls only.
  • Risk management systems – Implemented Workiva and AuditBoard & Booking Transport

  • SOX Programme – Responsible for supporting the SOX programme in Amsterdam and Manchester
  • Deficiency remediation and mitigation – Focus on remediation and evidencing the mitigation of a significant number of deficiencies
  • External Audit – Liaising with EY and ensuring they are comfortable with all remediation efforts
  • Challenges – Deficiencies included SOD violations, evaluation of billions of pounds of jourmals, IPE evidence on completeness and accuracy etc.


  • IT SOX Programme – Implemented the first year Sarbanes Oxley Programme for Unilever Europe IT
  • Project Delivery – Delivered ahead of schedule & to a high standard despite it being 3 months behind
  • Testing SAP migration – SOX Testing & process review carried out on both SAP and E-SAP as Unilever switched systems during this period. Additional testing carried out on the Implementation of E-SAP


  • SOX programme review – Review the end to end SOX programme
  • Recommendations – Delivered a report identifying where the program was not delivering and suggested tools and actions to be implemented


  • Operational Risk framework – Global roll out of new Op Risk framework, tools and 3 Lines of Defense
  • Open Pages implementation – Defining the strategy for on boarding onto Helios system (Open pages)
  • Project lifecycle – Implemented Early Life Support (ELS) process/model for Business & IT and development of Quality framework, Support SharePoint site and MI

Audit Commission and ACIT

  • Internal Audit – Delivered Audits across various Councils, NHS (Strategic Health Authorities) and Police Authorities
  • Reporting – Produced Final report, qualification letters and Amendments for Audited bodies
  • Challenges – Audits delivered included Housing Benefits/Council Tax, Performance Indicators, Non-Domestic Rates, Final Accounts, Mental Illness, AIDS Grant, Single Regeneration, Corporate Governance reviews, National Fraud Initiative, Electronic Government, Market Initiative, Sure Start, Teacher Training and Pathfinder

Barclays, BarclayCard, UKSL

PPI Programme

  • SOX programme – Implemented the SOX framework across the programme and being recognised by PWC as the best performing SOX Team across the Group
  • Operational Risk – Implementing the Operational Risk (RCSA) framework and Risk Event Process
  • S166 review – Successfully managing the FCA S166 review with E&Y and implementing remedial activities
  • External Audit – Reduced level of independent review by PWC to under 10 controls
  • Control rationalisation – Rationalised the control environment from 300 control to 60 key SOX controls
  • Change Management – Implemented the change board and assessed over 500 changes

SOX Implementation

  • SOX programme – Implemented the IT and Business SOX process and framework
  • Open Pages implementation – Implemented OpenPages for SOX and Internal Audit
  • Business critical processes – Reviewed business critical processes such as Impairment, Basel II, PPI model evaluation etc

Project Management



  • Rescue of transformation programme – Successful delivery of a previously 2 year failing Programme to implement and migrate RBS & NatWest current accounts to 5 new packaged current accounts (Basic, Basic Silver, Silver, Black & Gold)
  • Business requirements – Responsible for implementing and agreeing all commercial and technical requirements for 3rd parties as well as ensuring data reconciliation
  • Subject matter experts – Built a team of subject matter experts and managed them to a successful delivery
  • Governance – Chairing Project Working Group (PWG) and Programme Steering Committee to agree key decisions (e.g. budget, scope etc.) and evaluate risks and issues
  • Stakeholder management – Managing stakeholders such as IT, 3rd Parties (Affinity, CPP, Airport Angels, Greenflag etc.), Vocalink & VISA (ATM Blocking & unblocking), Finance, Marketing, Private Banking, Retail Banking, Credit Risk, Payments, Digital, Compliance, Products, Branch, Operations, Legal and Marketing

Severn Trent

  • Programme office – Established a programme office to manage the Gloucester 2017 floods, where 60,000 homes were left without water
  • Programme deliverables – Managed water distribution, the public enquiry and official report and the re-instatement and insurance claim of over 200 Severn Trent sites
  • Insurance recovery – Far exceeded expectations during negotiations with insurers (FM Global & Cunningham Lindsey). Target was to recover £20m however £37m achieved.
  • Reinstate and enforce 200 sites – Re-instated 200 damaged sites by managing recovery & improvement work (e.g. electrical, mechanical, civil assets) to ensure sites were resistant against future disasters
  • Stakeholder management – Appointed/Managed 3rd parties from Eversheds, Willis, Echelon, Mott McDonalds, Morgan Est., Interserve, Mouchels, Adroit, Nomenca & Atkins. Including contract scoping & performance/dispute mgt
  • Public enquiry – All outputs, for the public enquiry, delivered to Defra, DWI, Environmental Agency, Consumer Council of Water, Drinking Water Inspectorate, Gloucestershire County Council, Gloucestershire Constabulary, the Government, the Cabinet Office & OFWAT

Southern Water

  • SAP implementation – Review SAP implementation & presentation to senior stakeholders of recommendations
  • Process review – Review of all current processes and modelling of all processes within Aris. Processes covered included Finance, Billing, Customer Services and Devices


  • Systems implementation – Successfully Project Managed the implementation of the new Geneva Billing system, Oracle Financial system and the new Siebel CRM system
  • Data migration – Delivered the Migration of the Eppix legacy System to Geneva Billing System
  • Process improvements – Responsible for delivering approximately 60-70 business-wide projects at any given time and managed budgets with a total programme value of £120m+
  • Stakeholder management – Project managed all projects relating to System Support, Finance, Marketing, Call Centre, Credit control, Marketing, HR, Billing Operations, IT, Finance and Query Centre

Punch Taverns

  • System migration – Migration of 3 accounting systems (CMS, Vanguard, Sun)
  • Process review – Review of all finance processes including; general ledger, Bank accounts, statutory accounts, fixed asset register & various other accountancy duties