Bill Reeves

Bill has over 30 years of operational change management experience with the last 14 years spent as an independent turnaround executive working with companies across a wide range of sectors including manufacturing, chemicals, contracting, engineering, transport, leisure, logistics, printing, IT, health care and retailing.

Extensive experience working with banks (including multi-bank), private equity and professional advisors in financially stressed situations. Bill is a Fellow of the Institute for Turnaround and holds a BSc. Electrical & Engineering (MIET).

The majority of assignments over the past 14 years have required major structural change within companies to reduce the cost base including redundancy programmes and site consolidations. Most of these companies were in cash crisis at the start of the assignment and required the introduction of 13 week rolling cash flow forecasts, tight working capital controls, and extended payment arrangements with creditors.

Jeff Holder

Jeff has over 15 years of investment and operational management experience having worked as a Private Equityinvestor, sourcing, executing and then managing a number of investments in the lower-mid Private Equity markets.

Wide sector experience includes manufacturing, support services, clinical diagnostics, recruitment, IT, waste and renewables, distribution and the pub trade.

During 9 years in Private Equity Jeff worked on a number of troubled companies, following which he moved into the extended turnaround of a the UK’s largest re-processor of plastic waste.

Jeff now operates in a range of executive roles (CRO/CEO/COO/CFO) for businesses going through rapid phases of turnaround or transformation with a particular focus upon assets either with, or requiring, private equity funding.

Shahin Gulamali

Specialist in SME and family owned businesses experiencing stress or distress. Track record in delivering value in a short time, creating sustainable change.

Support management teams to achieve their financial outcomes through operational improvements. Establish processes, controls, systems and reporting that is easy to implement and use by company staff to ensure adoption and longer term sustainability.

Roles - Interim Finance Director, working capital improvement, cash management. Sector experience – legal, recruitment, technology and media, property, hotel and leisure, retailing, restaurants and bars.

English National. Associate of the Institute of Chartered Accountants in England & Wales and Member of the Institute for Turnaround.

Jamie White

Jamie has led complex, high value restructuring projects in most industry sectors and is a Fellow of the Association of Business Recovery Professionals and licensed insolvency practitioner having successfully completed the JIEB exams in 2000.

Through a decade with DLA and 15 years with Pinsent Masons Jamie has gained deep and broad experience across a variety of sectors in advisory, trans-actional and commercial roles. 

 

Stuart Gould

Stuart has been helping underperforming businesses stabilise and improve their profitability for over 10 years. Having previously worked within the restructuring departments of both KPMG and BDO he has experience helping companies operating within a broad range of sectors.

Focus is on undertaking Advisory and Consultancy projects, principally working with businesses experiencing some form of financial distress and needing strengthening within their finance function. He has a proven record in working with management on a variety of projects including improving forecasting and management information, increasing financial performance and working capital management as well as mentoring and developing team members. Stuart is a Fellow of the Association of Chartered Certified Accountants (FCCA).

Alison Davidson

Alison has over 20 years’ experience within the HR field, firstly working as an internal HR partner and more recently as a consultant, handling both retained business and project assignments.

Alison has worked with client companies across a diverse range of sectors including fashion, retail/Etail, car dealership franchises, civil engineering, financial services, green energy, recruitment outsourcing/talent management.

Whilst she has generalist experience, Alison’s main focus is on employment law related matters, with a particular emphasis on the restructuring of teams and redundancy programme management.

Alison is a member of the Chartered Institute of Personnel and Development, a business studies graduate and a British Psychological Society Test User (occupational & personality).

Aaron Reeves

Aaron has been helping businesses bring clarity to their financial performance for the past decade.

Having qualified ACCA with KPMG and then worked within Grant Thornton's restructuring and business performance teams he has experience across a range of industries and sectors.

His focus is on cash management and forecasting, focused on improving business performance and stability.

 

Martin Hovard

Martin has 20 years experience as a Finance Director. The last 13 years have been spent as an Interim Finance Director working in distressed, underperforming SME’s in a range of industry sectors including, manufacturing, engineering, chemicals, construction, marketing communications, printing, property maintenance, after sales service.

All of the assignments over the last 13 years have required cash crisis stabilisation, rigorous short term cash forecasting, creditor management and turnaround planning with identified steps to recovery that address both financial and operational weaknesses.

Martin is a member of the Institute for Turnaround, is a Chartered Accountant and holds a BSc in Chemical Engineering

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Joanne Richardson

Jo has experience of working in Private Equity and distressed businesses both pre and post-acquisition. Her tenacious personality has seen her succeed in some of the most difficult and challenging environments. Whilst she can and has turned her hand to all industries, she has a real passion and understanding of engineering and construction sectors

Strong interpersonal skills, confident whether in the board room or with sleeves rolled up in the detail. Very well respected. Tremendous integrity when delivering programmes of change including redundancy.

A reputation for strong systems, processes and controls, instilling control in businesses where previously it was non-existent. Jo has implemented fully integrated ERP systems in many businesses. She is usually at the forefront of positive change in an organisation.

Jo has negotiated and managed ABL facilities.

Jo has a wide breadth of experience spanning Finance, HR, IT and Company Secretary duties and has the ability to add value to any business, with strong references to back this up.

Chartered Management Accountant.