Marc Harding

Oversee Finance and IT department compromising of 12 employees across Accounts Receivable (AR), Accounts Payable (AP), Management Accounts, Payroll and Business Systems. Working closely with private equity owners and board to deliver the strategic objectives of the business. Accountable for reversing the downward trend of cash flow and ensuring that bank covenants are not breached. Undertake FDD analysis on any possible acquisitions. Improving the EBITDA by making the business more proficient.

Oversee Finance department comprising of 25 employees across Accounts Receivable (AR), Accounts Payable (AP), Treasury, Management Accounts, Audit, Payroll and Business Systems. Develop and implement strategic objectives of the organisation as a key member of board, and plan, manage and implement B2B and B2C finance operations. Accountable for transitioning the business from a loss-making venture to a profitable one within two years, leveraging the knowledge of legacy issues, schemes and customers. Integrate multiple businesses to create “One Valorum”. Deliver financial advice to Board by analysing performance issues. Conduct due-diligence of any future acquisition/growth plans. Launch procedures and controls across all departments for business governance. Manage the cash flow process to ensure that finances are managed wisely and effectively deployed. Some key achievements in this role include: • Implemented a new costing tool for all new businesses and increased new business fees by 30%. • Developed a new Microsoft database to hold all care plans and invoice information, resulting in challenge to staffing levels/agency and approach local authorities for fee uplifts – something that had not happened since establishment in 2019. • Managed Valorum’s first ever budget process and gave budgetary ownership and control back to registered managers.

Promoted with additional responsibility of overseeing entire CareTech group, transforming performance of key financials and making recommendations to board, and reviewing all head office departments and implemented changes to improve effectiveness and efficiency. Collaborated closely with 180+ Local Authorities that comprise the company’s main customers and negotiated to maximise CareTech’s income. Prepared and managed annual group budgets for 3-year and 5-year plans. Conducted due diligence of mergers & acquisitions and internal growth. Managed the bad debt process and made decisions on write-off vs. legal action. Reviewed all internal processes/departments for efficiency savings. Some key achievements in this role include: • Collaborated closely on the due diligence process of their largest ever acquisition, “Cambian Care”, for £372M in 2018, which overnight doubled group size, providing commentary and recommendations to board. • Redesigned and rebuilt the entire CareTech budget system in excel, from bottom up right to consolidated budgets. • Revamped internal capital expenditure process with more detailed reports based on NPVs as well as ROC percentages and also post implementation review.

Controlled the finances for the North region of CareTech comprising 50 care homes, 42 supported living homes and the regional office. Held accountability to produce monthly management accounts, forecasting, budgets and variance analysis with actions to recommend at the monthly meeting with board. Managed 6 direct reports along with overseeing performance appraisal. Provided forecasts and budgets for 3-year and 5-year regional plans. Conducted procurement contract analysis, cost vs. benefit analysis, and month-end variance analysis while making action plans and recommendations to board. Engaged in high-level strategic business cases and sensitivity analysis. Audited services, petty cash and overhead costs, drove down costs through savings on efficiency while maintaining quality, and ensured correct delivery to service users by reviewing staff rotas. Some key achievements in this role include: • Built a new fee calculator for the entire region to speed up the turnaround time of referrals and increase accuracy of costing. • Re-valued all 520 current service users to establish each individual’s current contribution (or indeed negative contribution from legacy issues) and to provide actions for taking this information forward, thus increasing future contribution.

Responsibilities included all month end activities; forecasts; budgets; variance analysis; actions to "bridge the gap", strategic business cases such as new product lines or analysis of discounts and line management.

Responsibilities included completing the month end accounts with variance analysis, commentary and balance sheet reconciliations.