Nick Townend

Background

About Nick Townend

Experienced CFO, now running a portfolio of part-time/interim non-executive, consultancy and advisory roles. Extensive CFO experience in high growth, leveraged private equity backed and AIM listed businesses (turnovers ranging from £12m to £265m, and staff numbers from 120 to in the technology, healthcare, legal services, financial services, property, and business support services sectors (three exits in 10 years). Wider management experience as Interim CEO of £25m turnover PE-backed company with 250 staff and as Interim Investment/Portfolio Director of venture capital firm. Previous NED experience as member of Property Committee, Sue Ryder (c400 properties); membership of Audit, Risk and Remuneration committees in executive roles; responsibility for Investors in People accreditation. Relationship management with private equity investors, institutional shareholders, auditors, banks and other lenders. Strong line and team management skills (up to 250 staff) across various disciplines (Finance, HR, IT, Legal, H&S, Procurement, Project Management). Strong strategic, operational and commercial skills, working with CEO and Exec Teams to prepare strategic business plans and annual corporate objectives and targets, and creating KPI suites to monitor and improve performance of key business drivers. Strong focus on improving cash flow management and reducing working capital. Highly skilled in quickly professionalising Finance teams, processes, systems and MI to facilitate business growth. Extensive M&A experience (both buy-side and sell-side) through all stages of a transaction (business plan, financial model, teaser, IM, management presentations, data room, DD, SPA). Excellent integration experience, covering buy-and-builds/bolt-ons and major strategic acquisitions. Extensive banking/financing experience in leveraged environments."Big Four" trained ACA; graduate of Cambridge University. Areas of expertise include: Strategic planning / Stakeholder management / Cash flow management and forecasting / Financing and refinancing / Negotiation of facilities (loans, revolving credit facilities, invoice discounting facilities, etc) and covenants / Financial management and control / Management accounts / Management information, KPIs / Mergers & Acquisitions and other transactions / Financial modelling, planning and analysis / Business cases / Stressed, distressed and turnaround situations / Restructuring and transformation / Long-term contracts / Team leadership / Staff development / Succession planning / Statutory accounts / Audit