Managing Director, Cooper Parry Digital | Head of Early Stage, Tech & High Growth |

I lead the CP Digital business that supports clients across their Salesforce, NetSuite, Analytics & Cybersecurity needs. Responsibilities include all M&A & growth, in line with our vision alongside Lee Equity Partners. 

I also lead market activity for CP in the Venture Capital ecosystem. 

Our specialist team works with Founders, CFOs and Boards of early stage, scale-up and high growth businesses, navigating challenges spanning accounting, finance, tax, audit, technology, and deal support. 

We are highly active in the scale-up ecosystem and have worked as the accounting partner for leading organisations and communities whilst also building our own community platforms, TechCFO and VentureCEO.

Having started my career at PwC, I went to on to establish and build a successful early stage focussed firm, Acclivity Advisors (which was acquired by Cooper Parry in Jan’23).

Along the way, I wrote the best selling book 'The Finance Playbook for Entrepreneurs', so that entrepreneurs of ALL backgrounds could benefit from the very best teachings.  

My unique experiences and skills have afforded me a number of Board positions across industries within public & private sectors. 

At present, these include:

1. Middlesex County Cricket Club (Board Observer, Chair of Growth Committee)
2. Queen Elizabeth's Global Schools (Chair, International Schools)
3. Labrys (Advisor to the Board)
4. HM Revenue & Customs - ABAB (Board Member)

As well as the above, 

I advise Government on how to innovate for SMEs & entrepreneurs through consultative committees and forums.

All of these roles have shown me the value of sharing what I know beyond my own sector;

And so, I enjoy speaking at universities, schools, accelerators and incubators on a wide variety of relevant entrepreneurship related topics.

Asif Ahmed

Culture doesn't fail when your values are wrong.

It fails when you stop reinforcing them.

Gallup 2024: Global engagement dropped from 23% to 21%, yet highly engaged companies achieve 18% higher productivity and 4x revenue growth.

The difference? 

Leaders who understand these 7 stages:

𝟭) 𝗜𝗻𝘁𝗲𝗻𝘁
↳ Culture starts with what you actually care about
↳ Not what's on your website - what gets your daily attention
↳ Your calendar reveals your real priorities

𝟮) 𝗩𝗮𝗹𝘂𝗲𝘀
↳ Mission statements that haven't faced real pressure yet
↳ Values that sound impressive until tested
↳ The dangerous gap between aspiration and action

𝟯) 𝗦𝗶𝗴𝗻𝗮𝗹𝘀
↳ Who gets promoted vs who gets overlooked
↳ Which behaviours get rewarded vs ignored
↳ Where you invest time, money, and attention

𝟰) 𝗥𝗲𝗶𝗻𝗳𝗼𝗿𝗰𝗲𝗺𝗲𝗻𝘁
↳ What you consistently correct when it goes wrong
↳ Standards you maintain under pressure
↳ How you handle conflicts between values and results

𝟱) 𝗥𝗲𝗮𝗹𝗶𝘁𝘆
↳ Engagement scores that can't be spun
↳ Retention patterns in your top talent
↳ Performance metrics that reflect cultural health

𝟲) 𝗦𝘆𝘀𝘁𝗲𝗺𝘀
↳ Hiring that reinforces what matters
↳ Promotion criteria that match stated values
↳ Incentive structures aligned with intentions

𝟳) 𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿
↳ How decisions get made under stress
↳ Communication patterns during crisis
↳ What people do when leadership isn't watching

- - - -

The brutal truth?

Your culture is exactly what you've been willing to tolerate.

Most founders focus on stages 1-2. 
Winners obsess over stage 4.

💡 How have you seen this manifest in technology projects?

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If you're an aspiring CFO, the role has fundamentally changed.

The step up has nothing to do with age.

This might be hard to accept.

But there are a lot of talented accountants around, but nowhere near as many that can:

> Think in systems
> Think of the numbers as the 'start' of the job
> Think of good technology as a foundation & not a goal

Here are 10 green flags that separate exceptional CFOs from all other finance roles:

𝟭) 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹
↳ They question your runway assumptions during interviews
↳ Numbers inform decisions, not dictate them
↳ Board conversations focus on growth levers, not variance analysis

𝟮) 𝗖𝗹𝗲𝗮𝗿 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗦𝘁𝗼𝗿𝘆𝘁𝗲𝗹𝗹𝗶𝗻𝗴
↳ Monthly P&L becomes three actionable insights maximum
↳ Complex metrics translate into simple go/no-go decisions
↳ Investor updates highlight progress, not process

𝟯) 𝗖𝗮𝘀𝗵-𝗙𝗹𝗼𝘄 𝗢𝗯𝘀𝗲𝘀𝘀𝗲𝗱 (𝗶𝗻 𝗮 𝗚𝗼𝗼𝗱 𝗪𝗮𝘆)
↳ 13-week rolling forecasts updated religiously every Monday
↳ Three scenario models ready for any board meeting
↳ Cash runway calculated to the day, not quarter

𝟰) 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗣𝗮𝗿𝘁𝗻𝗲𝗿 𝗠𝗶𝗻𝗱𝘀𝗲𝘁
↳ Sales teams request their input before pricing discussions
↳ Product managers include them in roadmap planning sessions

𝟱) 𝗗𝗮𝘁𝗮-𝗗𝗿𝗶𝘃𝗲𝗻 𝗙𝗼𝗿𝗲𝗰𝗮𝘀𝘁𝗶𝗻𝗴
↳ Forecasts connected to customer acquisition metrics
↳ Monthly variances explained because they already knew the risks
↳ PwC 2025: AI-powered finance teams achieve 40% better forecasting

𝟲) 𝗖𝗮𝗹𝗺 𝗶𝗻 𝗨𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆
↳ Market downturns met with steady leadership
↳ Audit prep happens quarterly, not during crunch time
↳ Crisis playbooks exist before crises hit

𝟳) 𝗛𝗶𝗴𝗵 𝗜𝗻𝘁𝗲𝗴𝗿𝗶𝘁𝘆, 𝗟𝗼𝘄 𝗘𝗴𝗼
↳ Problems surface with solutions, not blame
↳ Investor calls include honest miss explanations
↳ Team morale remains intact during difficult conversations

𝟴) 𝗦𝗰𝗮𝗹𝗮𝗯𝗹𝗲 𝗦𝘆𝘀𝘁𝗲𝗺𝘀 𝗧𝗵𝗶𝗻𝗸𝗲𝗿
↳ Month-end close designed for 100+ employees from day one
↳ Automation roadmap extends beyond current pain points
↳ ERP implementation conversations start early

𝟵) 𝗜𝗻𝘃𝗲𝘀𝘁𝗼𝗿-𝗥𝗲𝗮𝗱𝘆 𝗣𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲
↳ Board packs delivered well before the meetings
↳ Due diligence rooms maintained continuously
↳ They understand what the investors want to hear

𝟭𝟬) 𝗧𝗮𝗹𝗲𝗻𝘁 𝗠𝘂𝗹𝘁𝗶𝗽𝗹𝗶𝗲𝗿
↳ Finance hiring roadmap mapped to revenue milestones
↳ Junior team members handle month-end independently
↳ IBM 2024: 72% of CFOs identify team development as priority one

- - - 

Exceptional CFOs position your company for growth > they don't just focus on planning for the worst.

💡 Which habits do you find most effective?

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In my new role, one thing has genuinely surprised me.

How often major technology projects are being led by Finance.

Not just supported by finance. 
Not just sponsored by finance.
But properly led by finance.

And I guess, it makes perfect sense:

Finance is where the pressure lands first AND last:

> Boards wants faster, cleaner numbers
> Investors want predictability (cash, runway, KPIs, forecast accuracy)
> Funding rounds become dependent on Tech DD
> CRM & ERP systems are relied up to provide data and insights
> Enterprise customers need Cyber assurances before anything can start

💡But...

Providing technology outcomes for finance professionals requires hands on experience from people that have been there and done it before.

And use that experience to help you:

1️⃣ Focus on your needs, not just new products
2️⃣ Help with getting more with what you already have
3️⃣ Unearth blind spots/risks that finance professionals would be unaware of
4️⃣ Save you from managing multiple vendors at a time

➡️ DM to clear the fog on your nagging tech issue

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"Culture isn't what you preach, it's what you tolerate."


A McKinsey study (2024) revealed something shocking: 

76% of employees have witnessed double standards at work, yet only 15% of leaders acknowledge their existence.

Here's how these silent killers destroy company culture:

1/ The "Golden Child" Effect
↳ Different rules for different teams
↳ High performers getting away with toxic behaviour
↳ Selective enforcement of "non-negotiable" policies

2/ The Recognition Paradox
↳ Credit always flowing up, rarely down
↳ Same achievement, different celebration
↳ Visibility bias towards certain departments

3/ The Resource Game
↳ Training budgets that mysteriously vary
↳ Access to leadership becoming a privilege
↳ Development opportunities for the chosen few

4/ The Accountability Maze
↳ Others become career-defining moments
↳ Consequences that depend on who you know
↳ Some mistakes become learning opportunities
- - -

💡

• Companies with consistent standards see 2.4x higher employee retention
• 89% of culture-driven companies outperform their competitors
• Fair workplaces report 3.1x higher innovation rates

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42% of start-ups fail building the wrong things:
It's not lack of vision,
It's resource allocation.

Here's a framework to separate:

What really matters
What kind of matters
What matters less right now
What doesn't matter at all right now

𝗧𝗵𝗲 𝗦𝘁𝗮𝗿𝘁𝘂𝗽 𝗜𝗺𝗽𝗮𝗰𝘁 𝘃𝘀 𝗘𝗳𝗳𝗼𝗿𝘁 𝗠𝗮𝘁𝗿𝗶𝘅

Effort × Value = Survival

1️⃣ 𝗥𝗘𝗦𝗢𝗨𝗥𝗖𝗘 𝗗𝗥𝗔𝗜𝗡𝗦 (High Effort → Low Value)

🔴 Where promising start-ups die
↳ Complex features nobody asked for
↳ Premature scaling without validation  
↳ Over-engineered solutions for simple problems

2️⃣ 𝗚𝗥𝗢𝗪𝗧𝗛 𝗙𝗢𝗨𝗡𝗗𝗔𝗧𝗜𝗢𝗡𝗦 (High Effort → High Value)

✅ Strategic bets that compound
↳ Core builds that unlock scalability
↳ Partnerships backed by real customer demand
↳ Major integrations with proven ROI

3️⃣ 𝗢𝗣𝗧𝗜𝗢𝗡𝗔𝗟 𝗘𝗫𝗧𝗥𝗔𝗦 (Low Effort → Low Value)  

⚪ Explore during downtime only
↳ Simple experiments when capacity allows
↳ Occasionally reveal niche opportunities
↳ Never prioritise over runway protection

4️⃣ 𝗠𝗢𝗠𝗘𝗡𝗧𝗨𝗠 𝗕𝗢𝗢𝗦𝗧𝗘𝗥𝗦 (Low Effort → High Value)

🚀 Where smart founders live
↳ Customer feedback implementations
↳ Revenue optimisations  
↳ Quick wins for investor updates

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The reality: 

Most start-ups die from cash flow issues.
How they got there will always be linked to what they prioritised.

✅ Winners protect runway by obsessing over quadrant 4️⃣.
✅ They strategically invest in quadrant 2️⃣ only.
❌ They avoid quadrant 1️⃣ entirely.

🔴 What operational priority have you been ignoring?

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The pressure to make 'great' decisions can be overwhelming.

The Two-Way-Door Principle provides the perfect framework.

> Narrowing down decisions between those that are:

❌ Irreversible, vs
✅ Reversible

Can be the perfect antidote to inaction.

𝟭/ 𝗧𝘆𝗽𝗲 𝟭: 𝗜𝗿𝗿𝗲𝘃𝗲𝗿𝘀𝗶𝗯𝗹𝗲 (𝟭-𝗪𝗮𝘆 𝗗𝗼𝗼𝗿𝘀)
↳ Major acquisitions, core platform choices
↳ Require board approval and 90% certainty
↳ Take weeks, involve senior leadership

𝟮/ 𝗧𝘆𝗽𝗲 𝟮: 𝗥𝗲𝘃𝗲𝗿𝘀𝗶𝗯𝗹𝗲 (𝟮-𝗪𝗮𝘆 𝗗𝗼𝗼𝗿𝘀)
↳ Pricing tests, hiring decisions, feature launches
↳ Decide with 70% information, not 90%
↳ Delegate to team leads, move fast

𝟯/ 𝗧𝗵𝗲 𝗜𝗺𝗽𝗮𝗰𝘁
↳ Forbes 2024: 49% of companies have stagnant decision-making
↳ MIT CISR: Top-quartile decision-makers achieve 50% higher revenue growth
↳ Bain: 95% correlation between decision speed and financial performance

𝟰/ 𝗬𝗼𝘂𝗿 𝗔𝗰𝘁𝗶𝗼𝗻 𝗣𝗹𝗮𝗻
↳ Audit last month's delayed decisions
↳ Categorise each as Type 1 or Type 2
↳ Set approval thresholds for Type 1 vs Type 2

- - -

The companies that move fastest aren't the ones with perfect information.

They're the ones who recognise which doors have handles on both sides.

🔥 Why waste time considering all the angles of a decision if, within weeks, you could re-assess and reverse it?

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CEO's who delegate effectively generate 33% more revenue.

Yet most founders never make that transition.

12 habits that separate those that do it well:

𝟭) 𝗣𝗮𝘂𝘀𝗲 𝗕𝗲𝗳𝗼𝗿𝗲 𝗥𝗲𝘀𝗽𝗼𝗻𝗱𝗶𝗻𝗴
↳ 24-hour rule on major decisions prevents costly reactive choices

𝟮) 𝗣𝗿𝗼𝘁𝗲𝗰𝘁 𝗗𝗲𝗲𝗽 𝗪𝗼𝗿𝗸 𝗧𝗶𝗺𝗲
↳ Block 3-hour windows for strategic thinking

𝟯) 𝗔𝗰𝘁 𝗤𝘂𝗶𝗰𝗸𝗹𝘆 𝗼𝗻 𝗥𝗲𝘃𝗲𝗿𝘀𝗶𝗯𝗹𝗲 𝗖𝗮𝗹𝗹𝘀
↳ If you can undo it in 48 hours, decide today

𝟰) 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘁𝗵𝗲 "𝗪𝗵𝘆"
↳ Context creates ownership faster than detailed instructions

𝟱) 𝗛𝗶𝗿𝗲 𝗦𝗹𝗼𝘄𝗲𝗿 𝗧𝗵𝗮𝗻 𝗬𝗼𝘂 𝗪𝗮𝗻𝘁 𝗧𝗼
↳ Bad hiring decisions cost a hell a lot more than getting things right.

𝟲) 𝗥𝗲𝗳𝗹𝗲𝗰𝘁 𝗪𝗲𝗲𝗸𝗹𝘆
↳ 30 minutes reviewing what moved the needle vs what *felt* urgent

𝟳) 𝗗𝗲𝗹𝗲𝗴𝗮𝘁𝗲 𝗕𝗲𝗳𝗼𝗿𝗲 𝗬𝗼𝘂'𝗿𝗲 𝗥𝗲𝗮𝗱𝘆
↳ If you can teach it, someone else should own it

𝟴) 𝗧𝗿𝗮𝗰𝗸 𝗢𝗻𝗲 𝗖𝗼𝗿𝗲 𝗠𝗲𝘁𝗿𝗶𝗰
↳ Revenue per employee, customer lifetime value, or monthly burn rate

𝟵) 𝗦𝗮𝘆 𝗡𝗼 𝗠𝗼𝗿𝗲 𝗧𝗵𝗮𝗻 𝗬𝗲𝘀
↳ Every yes to the wrong thing is a no to what matters

𝟭𝟬) 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀
↳ Future you will thank present you for recording the reasoning

𝟭𝟭) 𝗔𝗱𝗱𝗿𝗲𝘀𝘀 𝗣𝗿𝗼𝗯𝗹𝗲𝗺𝘀 𝗘𝗮𝗿𝗹𝘆
↳ Small issues compound faster than revenue in scaling businesses

𝟭𝟮) 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗬𝗼𝘂𝗿 𝗢𝘄𝗻 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴
↳ Founders who read 12+ business books annually outperform by 23%

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💡 Which habits do you find most effective?

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Most companies tolerate their internal technology.

10 Harsh truths that make this an awkward conversation:

1/ Most recurring tasks already have a critical human dependency

2/ Very few people inside the org understand how the tech works

3/ IT departments are always overworked and under resourced

4/ Lack of ROI on existing tech make Board's nervous about investing

5/ Each department has a different view of how tech should be used

6/ Tech ends up being managed by everyone but owned by no-one

7/ Off-the-Shelf is too basic, bespoke is too expensive - now what?

8/ Amazing technology that sits on poor data is a recipe for disaster

9/ Data and cyber security measures are seen as 'restrictive' to growth

10/ As soon as an investment is made, a newer version of the tech is released

- - - -

All of this, whilst needing to have a coherent AI strategy.

💡 Which of the above resonate with you?

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AI in Finance

10 Free Courses to get you started.

This is the uncomfortable reality facing finance leaders today.

AI investment priorities jumped from 43% to 64% among finance executives between 2025 and 2026.

Yet only 14% see measurable ROI from their AI spend.

Here are 10 free courses that will help bridge the knowledge gap: 

1️⃣ AI Fundamentals in Financial Services
↳ Evaluate vendor claims about fraud detection before signing £500K+ contracts
↳ Coursera → https://lnkd.in/ezXzWd3v

2️⃣ Machine Learning for Trading
↳ Understand algorithmic strategies that automate 60% of trading decisions in under 18 months
↳ Coursera → https://lnkd.in/etRmbaM6

3️⃣ Artificial Intelligence in Financial Planning
↳ Scale wealth management to 10x client capacity without expanding headcount by 2026
↳ Coursera → https://lnkd.in/eCFqS6A6

4️⃣ AI in Financial Services: Foundations Through Future Trends
↳ Navigate open banking disruption that threatens 40% of traditional revenue streams
↳ Coursera → https://lnkd.in/e-fb5NR9

5️⃣ Free AI in Finance Masterclass (CFTE)
↳ Master capital markets automation before it eliminates 70% of traditional trading margins
↳ CFTE → https://lnkd.in/eJn6hA8x

 6️⃣ ChatGPT for Finance
↳ Automate financial modelling to recover 25+ hours weekly for strategic decision-making
↳ Great Learning → https://lnkd.in/eyty2KJS

 7️⃣ AI in Personal Finance & Investments
↳ Generate investment insights that outperform traditional analysis by 35% within 6 months
↳ Alison → https://lnkd.in/ePxnnVNU

8️⃣ AI for Fintech & Financial Innovation
↳ Implement payment automation before fintech startups capture your high-value clients
↳ edX → https://lnkd.in/efUMUgmp

9️⃣ Deep Learning & Neural Networks for Finance
↳ Build risk models that predict market corrections 3-6 months before traditional indicators
↳ Udacity → https://lnkd.in/eQstXqhV

 1️⃣0️⃣ Applied AI with Python for Finance
↳ Create trading algorithms that execute in milliseconds whilst human decisions take minutes
↳ FutureLearn → https://lnkd.in/eygwrX62

- - - 

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Every CFO thinks they're evolving.

Most are just getting busier

The brutal reality? 

Leading digital transformation is now the top CFO priority (Gartner 2024), yet 75% of finance leaders are still catching up (American Express 2024).

Here's the 5-Stage CFO Evolution Map that reveals where you actually are:

Do you agree?

𝟭/ 𝗧𝗵𝗲 𝗢𝗽𝗲𝗿𝗮𝘁𝗼𝗿 𝗖𝗙𝗢
↳ Drowning in month-end close chaos
↳ Manual processes consuming 80% of capacity  
↳ Reactive firefighting becomes your identity
↳ Digital catalyst: Cloud accounting + automated reconciliations free up 40+ hours monthly

𝟮/ 𝗧𝗵𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝗖𝗙𝗢  
↳ Building your first finance team structure
↳ Standardising processes for scalability
↳ KPI dashboards replace gut-feel decisions
↳ Digital catalyst: Workflow automation eliminates 60% of manual approvals

𝟯/ 𝗧𝗵𝗲 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗖𝗙𝗢
↳ Forecasting becomes more valuable than historical reporting  
↳ True partnership with CEO on growth strategy
↳ Financial models drive every major decision
↳ Digital catalyst: Predictive analytics transforms budgeting from quarterly guesswork to dynamic planning

𝟰/ 𝗧𝗵𝗲 𝗖𝗮𝗽𝗶𝘁𝗮𝗹 𝗖𝗙𝗢
↳ Mastering capital structure optimisation
↳ Leading M&A evaluation and integration  
↳ Unit economics expertise drives valuation
↳ Digital catalyst: AI-powered capital allocation models and automated investor reporting

𝟱/ 𝗧𝗵𝗲 𝗟𝗲𝗴𝗮𝗰𝘆 𝗖𝗙𝗢
↳ Finance function operates independently
↳ Developing next-generation finance leaders
↳ Institutionalising long-term value creation
↳ Digital catalyst: Autonomous finance operations with human oversight on strategic decisions only

- - -

𝗧𝗵𝗲 𝗽𝗮𝗿𝗮𝗱𝗼𝘅: 

63% of CFOs are boosting digital budgets to work smarter, not 'more' but they can't pull themselves out of the 'job' to do it successfully.

🔥 Does that sound familiar?

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📌 Accounting, Digital Transformation, Salesforce, NetSuite & Cyber
✒️ Specifically for: Fast Scaling investor-backed founders & CFOs

Hadenough Media

Lead Photographer

Cooper Parry

Compliance Associate

Client Manager

Acclivity Advisors

Accounts Senior

Richmond Gatehouse LLP

Bookkeeping, VAT Returns, Payroll, Personal Tax Returns, Final Accounts – on Xero, QuickBooks, VT+ and IRIS.

Advance Assurance, SEIS and EIS Applications

R&D Grant Applications

Client Advisory

Management Accounts

Company Formation and Client Onboarding

Responsible for Practice-wide internal projects

KPMG UK

Ensuring all staff and Partners are compliant with ICAEW, ICO, FCA, CMA, SEC, Internal and other applicable statutory regulations and policy.

Developing and testing compliance controls systems, training and development to mitigate risks.

Grant Thornton UK LLP

Auditing Financial Statements of Funds.

Preparing audit work for Senior Managers and Partners to review.

Preparing standard letters and procedures.

Performing substantive and controls audit tests on accounts.

Reviewing internal audit procedures for enhancement.

Audit Associate

Barclays HQ

Operational Support

Managing elements of the customer complaint journey, ensuring that we deliver excellent service to our customers, Regulators (Financial Ombudsman Service (FOS), Financial Conduct Authority (FCA) and the Prudential Regulation Authority (PRA)) and stakeholders, ultimately enabling Barclays to restore trust with its Regulators and customers.

Analysing and generating reports from Tableau for Senior Managers.

Generating Settlement Reports to monitor and manage Risk Events for Barclays.

Liaising with R.R Donnelly to ensure operational flow of FOS cases.

Generating Reports on Excel for Senior Managers

Carry out workflow management services and complex administration tasks as required.

Resolving customer, colleague and other queries, including analysing situations, making decisions, dealing with unique tasks and processing complex transactions in accordance with company policy and procedures to deliver excellent customer service and achieve performance targets.

Assisting the Executive Customer Relations Managers with the management of their workload.

Assisting with management of the Settlement workload

Case Manager - Executive and Specialist Complaints

Deloitte UK

Investigating and processing customer’s complaints in compliance with FSA guidelines. 

Ensuring a clear audit trail is left during investigations.

Achieving a high standard of quality and quantity in a target driven environment.

Contacting customers in a professional manner on the telephone and via letters.

Providing excellent service to customers when additional non-PPI concerns were raised.

Reassessing already investigated cases to ensure initial decision was fair and properly done according to guidelines.

Reassessing cases sent to FOS to ensure the original decision was a fair outcome to the customer and bank.

Graduate PPI Complaint Handler - Contract

KBM Chartered Certified Accountants

Setting up sales, purchase and nominal Ledgers and keep up to date these ledgers as required using Sage Line 50, Excel Spread Sheets and Quick Books.

Raising Sales invoices, credit notes, customer’s monthly statements and allocation of sales receipts against customer’s accounts on Sage Line 50, Excel spread sheets and Quick Books.

Processing purchase invoices, supplier’s statements reconciliation, dealing with suppliers invoice queries & purchase orders using Sage Line 50, Excel spread sheets and Quick Books.

Cheque payment to suppliers, bank receipt entries, bank reconciliation, preparation and submission of quarterly VAT return to HMRC.

Monthly, Weekly Payroll, Preparation of payslips, Summary Reports, P60’s, P11D, P14, Year End closing and online submission of P35 using Sage Payroll.

Accounting Work Experience

MWB Business Exchange

Routine office, administrative and clerical work, telephone skills, working as part of a team and alongside the manager. 

Liaising with suppliers to order goods.

Personnel Assistant

I’m a Corporate Photographer specialising in corporate events photography. I also run a camera, audio and visuals rental company.

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The Battle

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Emmanuel Tomisin

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