GORDON C DRUMMOND FCMA, CGMA - CURRICULUM VITAE
Address Contact Details
5 Harper Fold Road Tel - Home : 0161 917 7504
Radcliffe, - Mobile : 07500878615
M26 3RU E-Mail - email@example.com
8 O Levels, HND in Business Studies
CIMA FELLOW ( 2004 ) : FCMA and Chartered Global Management Accountant :
Enviropax Ltd ( May 2013 to present )
Company is a Thermoformer who manufacturer plastic trays for the Food Industry.
• Initially employed as FC, promoted to FD in 2014.
• Active board member reviewing Financial and Business strategy review and
• Produced detailed Cash flow model which provided a rolling daily cash flow model
which was driven by Sales and cash receipts.
• Production of Profit forecast using model that I developed which was transferred to
WINFORECAST which was used to create a 5 year rolling forecast.
• Production of monthly financial reports, Stat Accounts and annual budgets and
liaising with all external stakeholders.
• Working Capital management.
• Created a new monthly reporting pack which included several key Production stats
that comprised the company’s principle KPI’s that highlighted performance and
• Financial Model Building.
• Developed a break-even model which identified both the Profit and at Cash Break-
even levels of Sales.
• Adopted a Zero base budgeting approach to Budgeting.
• Ownership of all B/Sheet reconciliations.
• PAYE, VAT, R & D claim formulation.
• Excellent knowledge of Sage L50.
• Negotiating with external creditors including HMRC.
Intec Group (comprising 2 independent companies) ( Mar 2001 to May 2013 )
Mister Blister - Manufactures packaging blisters for a variety of industries.
DeValle Lifestyle - Markets a branded range of aromatherapy and health care products.
Financial Director reporting to Chairman
I was initially employed as FC for the group. My initial terms of reference included reviewing
and introducing, where necessary, internal controls for all companies. To review the b/sht, in
particular levels of working capital with a view to significantly reducing current levels by
adopting an aggressive approach to w.c. management. To produce accurate monthly management
accounts timeously once the processing of all financial data had been brought up to date.
Latterly my focus has been transferred to matters of operational gearing by reviewing the GP of
each product /product group in order to maximise the contribution achieved.
• Negotiating funding from financial institutions, including re-financing of the Group.
• Reviewing Business and Financial strategy with the board of directors including the
identification of the group’s strategic options and evaluation thereof..
• Responsible for regularly reviewing working capital requirements and ensuring they were
• Negotiating external funding for the purchase of assets for the group and appraising taking
into consideration payback period and the effect on the group’s WACC and for larger
amounts I conduct project appraisals..
• Ensuring that the most appropriate hedging method is used for currency payments including
forward exchange contracts , buying $ fwd as well as matching receipts and payments by
means of currency accounts.
• Producing “ Flash “ profit forecasts within 2 days of the month-end.
• Producing a monthly management accounts pack for each group company and for the group
as a whole which includes P & L, B Sht, Funds flow, 12 mth rolling forecast and Debtors
• Producing regular profit and cash forecasts for all companies budget revisions where
• Incorporating a sensitivity worksheet in all forecast models permitting the effects of various
changes to key variables to be identified, including scenario building.
• Producing statutory accounts for all companies including lead schedules and a detailed audit
• Liaising with external auditors both during and after the completion of the audit.
• I also have to wear my “commercial “ hat, wherein I am responsible for negotiating the
group’s insurance requirements, utilities, security and alarm systems to name the main four.
• At the year-end determining the most tax efficient utilisation of cross group charges, and
preparing the resultant corporation tax computation.
• Production of annual balance sheet based budget thereby identifying KPI’s for the company.
• Regular review of all Internal controls.
INTEC Group cont’d
• I together with my team, succeeded in considerably reducing the level of both fixed and
fluctuating working capital and thereby the level of overdraft requirement. This was
achieved by introducing a credit control policy which reduced debtor days from 83 to
currently 49, reducing stock levels to almost that of just-in-time and by increasing the
supplier base which effected a reduction in input costs.
• We also assisted in increasing the profitability by controlling operational gearing and
reducing the level of overheads.
• Together with the chairman successfully completed a refinancing package with a major
lender thereby providing additional available working capital needed for growth and
Strines Textiles / Walsden Printing Co. ( Jun 1999 – Mar 2001 )
Both companies were an integral part of the textile division of Leeds Group Plc, which produced
bulk rolls of cloth to a variety of customers worldwide.
Financial Controller / Co Management Accountant reporting to MD
This was a temp position as the incumbent was on long term sick leave. My initial tasks were to
computerise the accounts function onto a new computer system (Navision), producing a
procedures manual and to train all relevant staff.
I developed an internal accounts pack, after consultation with my colleagues in order to
determine their information requirements. This pack supplemented the pack produced for Head
Office and incl production statistics, departmental throughput, sales analysis etc..
In Jan 2000 I was transferred to Walsden Printing , a sister company, as Financial Controller, in
the interim until the Group’s restructuring plans were completed.
• Production of weekly and monthly “flash” forecasts and reconciling same to actual
• Production of monthly management accounts pack together with Profit/C Flow forecasts.
• Preparing accruals and prepayment schedules and posting to nominal ledger
• Maintaining fixed asset register on a spreadsheet which I used to calculate the monthly
• Production of statutory accounts incl corporation tax and deferred tax calculations.
• Preparing quarterly VAT returns as well as EEC sales lists and intrastaat returns.
• Producing control account and other B/Sheet reconciliations monthly.
• Regular review of internal control procedures ensuring integrity of data within all ledgers.
FATTY ARBUCKLES Group Ltd ( Jun 1997 to Jun 1999 )
The company operated a chain of American style diner restaurants throughout the UK, including
a mix of owned and franchised restaurants.
Financial Controller reporting to Finance Director
The group included 9 companies, one of which consisted of c 30 profit centres and I was
responsible for the production of the monthly consolidated Group Management accounts.
• Reviewing monthly accounts against both budget and forecast, monitoring the % GP,
• Producing a detailed rolling forecast each month model which permitted the addition of
new restaurants and indeed the closure of existing ones in order to illustrate the effects of
• Monitoring working capital levels monthly to ensure that the bank’s covenants were not
• Calculation of corporation tax liability and deferred tax form inclusion in the statutory
• Assisting in the preparation of the annual budget for all companies and the resultant group
• Assisting in due diligence process prior to management buy out / in.
Edgeley Textiles / James North Hardie / Orchard Fabrics Ltd ( Apr 1994 to Jul 1997 )
Originally a part of Whitecroft group Plc, they were textile companies which provided cut-length
and full rolls of cloth for their customers.
Financial Controller/Financial Director reporting to MD
• Preparation and production of monthly management accounts for all 3 companies in the
textile division, interpreting and advising directors of the implications of same.
• Liaising with factors and ensuring that all factored debt and statements of indebtedness
with the factor reconciled to the company’s balance sheet.