Dan Bowman

Interim role to oversee UK reporting and business partnering for Cottages.com and Hoseasons brands. Build the bottom-up 2026 budget for the UK businesses from arrivals volumes and revenues through to booking shapes; analysis of seasonality movements, peaks and risks; incorporation of other revenues and costs down to Gross Margin and Net contribution. Aligning marketing costs to bookings and ensuring correct channel alignment. Building complex load files to ensure budgets are input with all the correct dimensions and attibutes. Supporting the transition for revenue modelling and forecasting away from Excel, to Oracle Fusion platform, involving system testing and feedback.

European Financial BP commercial, marketing and pricing functions across all European markets. Part of finance leadership within matrix organisation, alongside regional CFOs and other functional business partners. Regional, country & channel level performance analysis & insights. Business case development, and cost/benefits tracking for key commercial projects. Product and brand rationalisation. Private label development, marketing and sales participation growth. Commercial excellence and operational process mapping, across multiple channels and markets. Review and coordination of (commercial, marketing & pricing) functional budgeting and forecasting across head office and regions to meet FP&A timescales.

Finance lead for the Pan-European components business. Consolidation and transformation to grow private label brands across all of our European distribution businesses. Vertical Integration and intercompany sales. Brand development. End to End profitability.

Business partner to COO. Focus financial support for full supply chain, from product and supplier, stock performance, direct and indirect cogs, to NDC operations and logistics. Supplier tenders and value analysis. Created product and channel performance reporting suite. Focussed reduction in Excess & Obsolete Stock including supply chain ordering and pricing controls to maintain level and reduced provisions. Created bottom-up category based budgeting to align to commercial channel budgets.

Started out as commerical finance controller, taking ownership of 'one truth' performance reporting and controlling & optimising supplier rebates. From 2015 I took over the management of multi-channel pricing, therefore having overall accountability for margin performance. Carried out a full overhaul of pricing & discounting controls, introducing a price referral system, adding 4%pts to gross margin as well as enabling data collection for pricing opportunities. Closely involved with CMA on their year-long review of the acquisition of Andrew Page by Euro Car Parts in 2016. Following the CMA clearance, I was heavily involved in the migration of branches onto ECP systems, ensuring consistency and seamlessness from a customer pricing perspective.

Finance leader for major national growth and store transformation project. Oversaw conversion and relaunch of over 150 stores, including Capex & Opex cost tracking against plan, and post launch performance tracking against expectations. Embedded processes and controls, so that continued store conversions could become a BAU activity beyond 2014 at a rate of 50 stores per year.

Finance lead for key ambient categories (Beers, Wines & Spirits, Impulse and core Grocery) – combined annual turnover of £4.7Bn Owned the timing of supplier income recognition at a time when there was national press interest of this topic across the multiple retailers. Performing category reviews, promotional PIRs, profit recovery analyses. Developed and lead a quarterly “Funding Friday” focussed on the completeness, validity and recovery of supplier support and maximising opportunities within supplier contracts. This would typically identify £1-3M of profit improvement.

Finance business partner to 2 (of 6) regional directors, overseeing around 150 stores; Operation and financial performance reviews; Held responsibility for store payroll budgeting and forecasting across all stores (£1.4Bn annual cost), including presenting weekly payroll commentary. Created a £5M one-time benefit following deep dive analysis of accrued holiday pay.

Ownership of commercial models for 2 of the biggest tenders/wins within B2B corporate sales channel, each valued at c£50M. Weekly bid-call participation, presenting to board on critical tenders outlining RoI, payback, account dilution mitigation and risk prevention