Paul Longman

Responsible for divisional reporting, planning and finance operating model. Challenging the performance of the division against all objectives including growth, profit, cash, budgets and resource utilisation targets; making recommendations for continuous improvement and remedial action as required. Monitoring divisional performance and maintaining divisional action plans to deliver financial targets.

Drove financial development during a business restructure. Redesigned the annual budget process, change managed Group and business unit KPI reporting. Revised monthly sales performance reporting. Investor relations. Financial business partnering. Implementation of central budgeting system. Documentation of requirements, UAT and documentation of process for post-implementation support.

Oversaw all financial matters, including accounting, budgeting, forecasting, cash management, statutory reporting, covenant reporting, group audit and overall financial control, transfer pricing, VAT and tax management. Managed a European finance team involving 5 direct and 9 indirect reports based in London, Luxembourg, Antwerp, and Cologne. Performed role of Luxembourg Board Director.

Established office in Luxembourg. Forged IT infrastructure. Implemented accounting structure to facilitate business unit and product line reporting, as alternative to statutory company view. Established financial processes of company in face of break from RBS while providing annual budget, rolling forecast, and reporting. Redesigned board pack for cash flow, established models for creation of budget, rolling forecast, KPI’s, and reporting, project-managed introduction of multi-currency general ledger.

RESPONSIBILITIES • Direct responsibility to Japan and regional chairman • Financial reporting for 16 countries • Annual budget and quarterly business plans for all companies • Regional representative on global MIS Committee • Feasibility studies on new country expansion ACHIEVEMENTS • €10m reduction in annual costs, through Toyota’s continual improvement process • IFRS implementation in 16 countries • Installed a framework of corporate reporting tools, including Oracle Essbase