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					                                    DR MICHAEL R ALMOND

                               The Old Forge, Long Lane Village,
                                        Dalbury Lees,
                                Derbyshire DE6 5BJ, England.
Telephone/Facsimile:                Mobile:                             E-mail/Website:
+44 (0)1332 824576                  +44 (0)7740 844659        


International experience of financial management consultancy both in the private and public sectors.
Experienced manager with multitasking capabilities in finance, business development and human
resources gained in both multinational and small companies in the life sciences sector. Expert in
project management (PRINCE2™ Registered Practitioner), corporate governance, risk management
and internal control. Computer literate, fluent in German and business level French.

Chartered Accountant, Certified Management Consultant and Sloan Fellow of London Business
School, seeking to apply leading edge competences, skills and experience.


   Excellent trouble-shooter.
   Builds good relationships.
   Tough minded with high drive.
   Ability to look for the logical solutions and to think outside the box.
   Primary Belbin team roles are: Shaper and implementer. Secondary team role is completer



   Developed Powergen Retail corporate governance and Sarbanes-Oxley (SOX) year 2 strategies.
   Awarded a distinction for international strategic consulting assignment in clinical development,
    Glaxo Wellcome Australia and New Zealand. Recommended changing the paradigm of clinical
    development from the “last of the cottage industries” to that of efficient clinical networks.
   Led development of a biotech company business plan seeking second round financing of £2m.


   Provision of financial management consultancy support to the Future Rotorcraft Capability Study at
    the Defence Logistics Organisation (DLO). To establish the baseline costs for the do nothing
    option, a whole life costing model was constructed for the material stakeholders, the first in the air
   Delivery of restructuring proposals to the DLO Restructuring Finance Workstream as member of a
    team of three consultants. My brief was to review the financial management processes to identify
    efficiency savings and to make a benchmarking proposal for accounting operations and the
    integrated project team (IPT) finance functions.
   Programme managed, as lead consultant of a team of three, the roll out of the Financial
    Management Data and Process Improvement Project across 20 DLO IPTs, over 2,000 staff split
    across two sites 200 miles apart. Redesigned the in year management processes. For each of the
    processes and activities, the inputs, outputs, internal controls and mechanisms using the IDEF0
    methodology were documented. The “as is” and “to be” internal controls were identified. Ran help
    desk and workshops.
   Advised on transition management under resource accounting and budgeting (RAB) as a senior
    member of a team of five PwC Consulting consultants at the DLO. Project sponsors, champions
    and teams were nominated in each IPT to facilitate the necessary changes. The project plans were
    based on that of a big fixed wing IPT that had pioneered the transition to RAB successfully. The
    project plans were tailored to the specific requirements of each IPT. The consulting team facilitated
    the implementation of these plans and mentored senior management in the differences between
    managing under RAB and cash.
                                   DR MICHAEL R ALMOND
   Identified at Ciba-Geigy AG a total of 273 separate opportunities with a cumulative annual savings
    potential in excess of SFr 58m, over 12% of the overhead cost base of SFr 474m.

   As Governance Project Manager for Powergen Retail, developed the Sarbanes-Oxley (SOX) year
    1 testing plan. Helped recruit experienced testers and project manage the testing. Wrote part of
    the Retail Corporate Governance Framework and assisted in its launch by developing and
    presenting corporate governance workshops. Specified, developed and piloted a control and risk
    self-assessment (CRSA) workshop. Updated control documentation and conducted management
   Performed a balance sheet and account reconciliation review of a Cendant subsidiary as a
    member of a team of two, checking compliance with Sarbanes-Oxley (SOX) requirements.
   Performed an internal audit of the London Branch of Wachovia Bank NA and Wachovia Securities
    International Limited as a member of teams of twelve and six respectively. My audit areas were
    financial governance including regulatory reporting to the Financial Services Authority and cheque
    processing. The audit methodology required use of a Lotus Notes database.
   Performed a balance sheet review of the European subsidiaries of Cendant as a member of a
    project team of five. Recommended financial management process improvements using “as is”
    and “to be” Microsoft Visio process maps, which were SOX compliant. The project
    recommendations led to a remediation project which involved extensive staff training.
   Performed a detailed payroll audit at DS Smith, a listed paper and packaging group. Mapped the
    payroll process using the IDEF0 methodology and tested the key internal controls.
   Turned around Sandoz Group Auditing, with a staff of 28, at the Chairman’s request to work in
    compliance with the Charter in three years instead of the anticipated five. Crucial to the
    achievement of this objective was compliance with the international internal auditing standards.
   Performed financial and operational audits of Sandoz Pharma Research and Development and
    Group Treasury for the first time, thereby increasing both the efficiency and effectiveness of the


   Established own consultancy company with six-figure fee income in the first year.
   Provided financial and commercial input into business development of a biotech company. As a
    result, insecticides research proposals requested by two major life sciences companies, Aventis
    and Dow Agrosciences.
   Awarded distinction for master’s thesis on marketing entry strategy for novel fungicide, Monsanto
    Germany. Novel pricing model introduced, sharing value created between supplier and customer.


   Provided a completion statement of IT costs and assets in the operating companies (opcos) in the
    UK and France, which were transferred to Kingfisher plc as part of the IT Transformation Project to
    implement the business model of an IT services company, charging out to the opcos. A
    prerequisite was the ability to work in French.
   Implemented and managed effective internal management control systems for a biotech company.
   Gained merger and acquisition experience in an attempted trade sale.
   Restored the management accounting and reporting of Monsanto plc Agricultural Sector to a
    professional standard thus enabling the reintroduction of sector cost control.
   Prepared an opening balance sheet in compliance with both US and UK Generally Accepted
    Accounting Principles (GAAP) for a joint venture of Du Pont and Fuji.
   Introduced divisionalised management accounts for a Roche Group subsidiary.
   Radically improved the costing system of a Roche Group subsidiary for use of standards in
    customer quotations and labour variance analysis. Identified the loss making accounts on a full
    costing basis for the first time, recommending remedial action.


   Played a leading role in the Novartis integration of the Sandoz and Ciba internal auditing
    departments halving the combined headcount to 55.
   Turned around failing finance departments of up to 45 staff.
   Project managed the achievement of a clean audit report for a Granada Group division, starting
    from a virtual accounting breakdown.
                                  DR MICHAEL R ALMOND
   Project led the implementation of the Business Planning and Control System (BPCS)
    manufacturing suite at a Roche subsidiary on time and within budget.


   Broad international experience gained in managing departments of up to 45 staff.
   Maintained staff morale during a challenging period for a biotech company.


Almond Associates Limited*           Financial Management Consultant              2000 - present
Neuropa Limited                      Finance Director and Company Secretary       1999 - 2000
Monsanto plc                         Business Analyst (Interim)                   1998 - 1999
Novartis Inc (Sandoz/Ciba merger)    Regional Audit Manager Europe and Africa     1996 - 1997
Sandoz International Ltd             Head of Group Auditing                       1993 - 1996
Price Waterhouse MCS                 Senior Financial Management Consultant       1990 - 1993
Colborn-Dawes Nutrition Ltd (Roche) Finance Director and Company Secretary        1987 - 1990
F Hoffmann-La Roche and Co           Internal Audit Supervisor                    1984 - 1986
KPMG                                 Audit Supervisor                             1978 - 1984
Roche Products Ltd                   Chemist                                      1973 - 1974
*Associate of Resources Global Professionals                                      2005 - present


PRINCE2™ Registered Practitioner                                                  2006
Certified Management Consultant (CMC)                                             2004
London Business School            Sloan Fellowship Masters Programme -            1997 - 1998
                                  MSc in Management
Certified Internal Auditor (CIA) Honourable Mention                               1995
Fellow of the Institute of Chartered Accountants in England and Wales (FCA)       1993
Associate of the Institute of Chartered Accountants in England and Wales (ACA)    1983
Imperial College, London          PhD in Virology                                 1974 - 1978
                                  MSc in Physiological Biochemistry, DIC
Pembroke College, Cambridge MA in Natural Sciences                                1970 - 1973


German (fluent), French (business level) and Spanish (everyday usage).

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