Head of Finance

Head of Finance

6 Months

Clyde

Must have valid SC Clearance

Purpose

Lead and manage the Finance Department to meet safety, quality, cost, delivery, people and improvement targets for Group, Business Unit, Function and Department.

Key Results Areas

Enter the key responsibilities and accountabilities for this role

Agree Business, Function and Department objectives and targets with Business Services Director and once set, manage these through to successful completion.

Assist the Business Services Director in maximising the utilisation of all the Directorate's resource.

Deliver process, technical and business improvement using continuous improvement techniques to accelerate delivery in key business areas. Includes measuring Departmental performance and adoption of best practice by the introduction of innovative technological solutions (people, systems and technology).

Is required to evolve and lead the finance strategy for the Clyde business unit, evaluating and responding to the business needs of the customer. This role will drive, protect, diversify and grow aspects of the business such that the business satisfies organic and new growth aspirations.

Ensure that adequate resources (SQEP people, facilities, equipment) are available to deliver governance, assurance and improvement activities. Includes the provision of leadership to all Finance Department staff in the performance of their duties

Ensure the Finance Department complies with appropriate legislation including requirements of the Health and Safety at Work Act (as a minimum).

Control expenditure of the Finance Department within forecasted budget. Includes overall responsibility and reporting for business improvement (Savings) to ensure all requirements are fully met.

Required to evolve and lead the finance strategy for the Clyde business unit, evaluating and responding to the business needs of the customer. This role will drive, protect, diversify and grow aspects of the business such that the business satisfies organic and new growth aspirations while also delivering saving targets for contracts.

Provide commercial and financial expertise to the other senior managers within the business, and aims to develop the culture which underpins an environment of tight budgetary control.

Responsible for ensuring that financial and commercial controls operate effectively and are monitored and reported on, on a regular basis. Leads compliance framework, reporting on all such activity to the board.

Responsible for organising quarterly forecast cycle, consolidating all business unit budgets to allow overall company budget to be completed in time for reporting to group. Liaison with other Heads of Department to ensure agreement of revised forecasts, as well as working with them during the year to understand and manage variations to the revised forecast.

Tasked with enhancing the quality of their business processes and services in line with the overall business strategy.

As a pivotal member of the senior management team, and is there to provide leadership and coordination of company financial reporting, planning, cash management and financial controls, across all areas of the business.

Expected to provide commercial and financial expertise to the other senior managers within the business, and aims to develop the culture which underpins an environment of tight budgetary control.

Management / Supervisory Scope

Are there any people management responsibilities, whether official or unofficial?

3 direct reports

Circa 10 staff

Stakeholder / Customer engagement and influencing – Directors, Heads of Department, Internal and External Regulatory Bodies, Contractor management and Trades Union consultation.

Thinking

Describe any problem solving or continuous improvement activities undertaken within this job and the approach used for these activities (this can range from routine responses to more complex issue analysis and solution provision).

Problem solving

Technical – financial legislation / complex accounting treatments Needs thorough understanding of UK and International accounting frameworks, and ability to map this onto actual operational business.

Interpersonal – dealing with staff issues Ability to work with staff at all levels – strong people management and negotiation skills required.

Resource – ensuring sufficient manpower available to deal with all accounting matters in the most efficient manner possible Ability to consider new approaches and systems to drive efficiency into the service provision

Project Management

Ability to manage multiple projects with conflicting requirements – drawing on experience of service delivery as well as people skills and system knowledge to drive projects to completion. These projects will cover all areas of the business – not just finance – and therefore needs ability to negotiate and drive performance in non–direct reports.

Continuous Improvement

Accounting Systems and processes

Requires ability to analyse current service delivery mechanisms (e.g management accounts), and either through experience or through research and collaboration with finance staff, deliver improved methodologies Operational Systems and processes – with an impact on finance Similarly requires ability to analyse operational processes which impact on financial transaction streams. Again, either through experience or through research and collaboration with operational teams, deliver improved performance.

Decision Making

Describe what autonomy you have to make decisions and / or set strategy e.g. are you involved in working within existing processes and policies or are you involved in developing processes, policies and strategy (if so, please indicate scope i.e. affects business area / Directorate / Company level / external bodies etc.).

The post holder works closely with BM board, BM and MoD senior staff in developing and maintaining the Base Finance Strategy.

Naval Marine and M&T Level

Works within a variety of existing processes as well as being pivotal in the design, development, implementation and management of new and innovative integrated processes. These new processes are developed within the constraints of external regulatory requirements, site authorisation conditions, available toolkits and existing business processes.

Liaison and consultation with others at all levels to negotiate the introduction of new strategies/policies, changes to existing policies and procedures and, where required, to support new business transformation processes. All policies and processes are designed to be entirely scalable from end user to director level and require to cater for the needs of customers and stakeholders at all levels.

Knowledge

What knowledge, training and experience is required to do the job e.g. knowledge of systems, processes, operational or soft skills etc.?

Knowledge of the following;

Up–to–date Professional training (from Institute and other professional bodies) Thorough understanding of forecasting and reporting of business financial information – particularly for businesses which run long term contracts, and are involved in either service or construction type works.

A high level of understanding of business and organisational drivers (including cultural), market and sector awareness Knowledge of the strategies related to staff and resource management with extensive knowledge of issues affecting large Business development operations Understanding of business policy and processes and their application Business Processes Procurement processes.

Programme Management (risk, project controls, finance, commercial).

Process Improvement techniques.

Leadership.

Business Applications

Qualification/Licence Name Validation Period Core

CIMA Qualified or Equivalent

ILM Level 7 or Equivalent

Workforce Resilience

Information Asset Maturity Model (IAMM) and You