About
Finance and digital commerce leadership.
FCA Chartered Accountant. Big 4 trained. 25 years across corporate tax, founder-led international consumer goods, multinational FMCG, and D2C & B2B ecommerce. Based in Ireland.
Open to permanent CFO, Finance Director, Head of Finance Transformation, or Head of Digital Commerce roles. Contract, interim, and fractional engagements considered for the right brief.
Now
I am Finance Transformation Manager at Standard Brands, within the €800m SHS Group.
I originated the company's route-to-market D2C plan and now lead delivery as programme owner. The programme is the Group's first international ecommerce build. I direct a cross-functional team spanning marketing, insights, factory, quality, procurement, and finance, and lead on commercial decision-making.
I lead the monthly commercial performance reporting cycle to the MD across seven markets, and own the TGM bridge by country, including holding accurate reporting against pressure to reshape figures. I led forensic commercial reviews and remediation programmes across the Amazon channel. I rebuilt reporting and data architecture: a 180,000-formula legacy monthly model replaced by a Power Query architecture that takes one full day per month out of close, weekly sales reporting now in five minutes where it used to take four hours, and a multi-market margin model rebuilt from scratch.
I established a group-wide digital governance function that aligns divisional finance leadership on ecommerce standards. My commercial finance work centres on the economics of selling direct: per-SKU margin tracking by channel and country, forward and reverse margin calculators for each major marketplace, multi-market deductions and rebate modelling, replenishment forecasting, and an EU regulatory cost layer covering EPR, packaging tax, and customs.
Public sector finance modernisation
Prior to the current role, I delivered contract finance modernisation work in the Irish Civil Service, redesigning core reconciliation, audit, and reporting processes across multiple teams.
20 years as a founder
I founded and led two businesses over the course of 20 years, carrying full financial and operational leadership throughout.
The first scaled to multi-million-euro turnover with international distribution across 25+ countries. I managed manufacturing operations, global supply chain, multi-currency financial management, and market entry across Europe and beyond. I led a manufacturing relocation, negotiating IP protections, quality assurance frameworks, and ethical sourcing standards, and built the traceability systems to back them up. Products won multiple industry awards.
The second was a multi-entity group covering retail, ecommerce, and sustainability programmes. When Brexit destroyed the wholesale model overnight, I restructured, rebuilt, and pivoted to a digital-first operation. Within 12 months we had recovered the majority of lost revenue at higher margins than before. I selected and implemented two ERP systems end to end (NetSuite and Sage), and self-built the API integration layer connecting ecommerce, CRM, ERP, and finance. Order processing time dropped 60%, stock errors 30%.
I chaired a trade association that brought voluntary consensus to a fragmented sector and created detailed assets that became reference material for councils, government departments, and the press.
Big 4 foundation
My career began in Big 4 professional services, where I developed deep technical expertise in corporate tax, transfer pricing, and cross-border advisory across complex multinational structures.
I managed comprehensive tax compliance for one of the UK's largest PLCs, covering over 1,000 group entities, and delivered a transfer pricing framework that reduced the group's tax burden by £125 million while maintaining full regulatory compliance. I led a forensic capital allowances investigation that recovered £1 million in tax for a major property group. I identified a technical flaw in newly enacted UK tax legislation and engaged directly with Revenue authorities to correct it. The legislation was subsequently amended.
I worked across 12 EU tax jurisdictions simultaneously on a major European restructuring, managing national tax offices, local legal counsel, and internal teams under strict filing deadlines. Every filing delivered on time, without defect.
This is where I learned what rigour looks like. I have not forgotten it.
Finance and digital transformation
Across founder, public sector, and Group FMCG roles, I have delivered transformation work that combines commercial depth with digital architecture: ERP implementations that replaced manual processes with real-time visibility, integration layers connecting ecommerce, CRM, ERP, and finance, channel and country margin models that drove pricing and range decisions, and controls frameworks embedded from scratch in organisations that had neither.
I hold UCD diplomas in Change Management and in Leadership and Management, both with Distinction. The academic grounding confirmed what the operational experience had already taught me: transformation fails at the people layer far more often than the technical one.
AI in business
I designed and delivered a formal AI in business training programme for a mid-market FMCG group, across commercial, operational, and finance teams. The work was less about prompt-craft and more about teaching senior teams to evaluate AI outputs critically, to spot the wrong answers, and to use the tools well rather than passively.
My view of senior AI fluency now is simple: it is the prerequisite work, not the prompt engineering. Clean data, governed process, executive sponsorship. Get those right and AI gives commercial and finance leaders real advantage. Without them, AI confidently produces wrong numbers faster than people used to. The hard part is the prerequisites.
Availability
Based in Co. Louth, Ireland. Hybrid or remote, with travel for site visits, board cycles, and audit windows.
- Permanent CFO, Finance Director, Head of Finance Transformation, or Head of Digital Commerce
- Contract or interim engagements in finance transformation, integration, modernisation, or D2C launch work
- Fractional CFO engagements where the brief is operational, not advisory
For senior search firms and hiring decision-makers, the fastest route is direct email.
Qualifications
Fellow Chartered Accountant (FCA), ICAEW (admitted 2000, Fellowship 2010)
ACA, ICAEW
LLB Law (Hons), University of Central England, 2:1 (1997)
Diploma in Change Management (Distinction), UCD (2021)
Diploma in Leadership and Management (Distinction), UCD (2021)