Endorsements

Endorsements from senior leaders who worked directly with David Roberts during complex integration, transformation, carve-out and transaction assignments. They provide evidence of the senior judgement, implementation capability and delivery discipline that underpin the GAP 6×6 approach today.

Buy-and-build growth and shareholder exit

Assignment: Interim Managing Director — Antur Insurance

I worked with David when he joined Antur Insurance as Interim Managing Director. His role was to grow and strengthen the business, reduce its dependence on the founding shareholders and prepare it for an eventual exit.

David brought a clear sense of direction and worked closely with the shareholders and senior team. He strengthened the company’s governance and management disciplines while ensuring that Antur retained the local relationships and quality of service on which its reputation had been built.

An important part of David’s work was developing a capable management team, with clearer responsibilities and greater accountability. This enabled the shareholders to step back from the day-to-day management of the business while retaining confidence that it was being run effectively and continuing to grow.

David also led an ambitious acquisition programme involving approximately 20 smaller insurance brokers and portfolios. He assessed the opportunities, helped negotiate the transactions and oversaw the integration of the acquired businesses. This expanded Antur’s geographic reach and client base and created a business with the scale and capability to attract a major industry purchaser.

David led Antur through the process of achieving Chartered Insurance Brokers status from the Chartered Insurance Institute. This was a significant achievement and placed Antur among a relatively small group of brokers recognised for their professional standards, ethical conduct and commitment to clients.

Having developed the management team, grown and professionalised the business, David prepared Antur for sale. He worked with the shareholders, management team and advisers to ensure that the company was ready for buyer scrutiny and that its performance, market position and potential were presented clearly.

The process concluded successfully with the sale of an 80% controlling interest in Antur to Cullum Capital Ventures, with the management team retaining the remaining 20%.

David made a major contribution to Antur’s development and successful exit. He combines strategic thinking with strong financial and commercial judgement and the ability to get things done. I would recommend him to shareholders looking for an experienced leader to grow a business, develop a management team, integrate acquisitions and prepare it for a successful sale.

JK — Chairman

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Technology scale-up and shareholder exit

Assignment: Interim Finance Director — RAP International

I worked with David when he joined RAP International as Interim Finance Director to help scale the business, reduce its dependence on the founding shareholder and prepare it for a future exit.

RAP had developed valuable risk-assessment and control-of-work software for high-hazard industries and had established a strong international reputation. To support the company’s next stage of growth, its software platform needed to become more stable, scalable and capable of offering customers greater functionality.

David led the redevelopment of the platform, bringing together the commercial, operational, financial and technology requirements. The resulting improvements provided greater stability and enhanced functionality, creating a stronger foundation for growth and for supporting customers across different international markets.

David also developed and strengthened the management team, introducing clearer responsibilities and greater accountability. This enabled the shareholder to step back from the day-to-day running of the business while retaining confidence that the company was being managed effectively and continuing to make progress.

Under David’s leadership, RAP expanded its geographical reach to include North America, the Middle East and Asia. He helped the business establish the commercial and organisational capability needed to support customers and pursue opportunities across these markets.

Alongside the scale-up programme, David worked closely with the shareholder, management team and advisers to prepare RAP for sale. He ensured that the company’s technology, management capability, international reach and future potential could be presented clearly to prospective purchasers and led the business through the exit process.

The transaction concluded successfully with the sale of RAP International to Yokogawa Electric Corporation, a major Japanese industrial technology company. Yokogawa acquired all the shares in RAP and made it a wholly owned subsidiary.

David made a major contribution to RAP’s growth and successful exit. He combines strategic thinking with strong financial and commercial judgement and a practical understanding of technology, international development and organisational change. I would recommend him to shareholders looking for an experienced Interim Finance Director to scale a technology business, build a capable management team and lead it through a successful sale.

MC — MD

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Global carve-out and disposal

David Roberts worked with me at Unilever after being appointed as Interim Transformation Director to complete the carve-out and disposal of the Sanex brand following Unilever’s acquisition of Sara Lee.

The divestment was required following the European Commission’s review of the acquisition and involved separating a global brand valued at approximately €700 million from a complex international business. The programme extended across 12 countries and required close coordination between Unilever, Colgate and the financial, legal, tax, commercial, operational and supply-chain teams involved.

David took responsibility for bringing the transaction and separation programme to completion. He established clarity around the outstanding requirements, brought the different workstreams together and maintained focus on the critical decisions, dependencies and negotiations required to complete the disposal.

He played a leading role in negotiations with Colgate, resolving the financial, commercial and operational matters necessary to reach completion. David also led the development and negotiation of the transitional services agreement, defining the services, responsibilities, governance and commercial arrangements needed to support an orderly transfer of the Sanex business into Colgate’s ownership.

The assignment required David to balance the immediate demands of transaction completion with the practical requirements of separating and transferring a functioning international business. He worked effectively across organisational and national boundaries, resolving complex tax, compliance and operational issues while maintaining momentum towards completion.

The sale and separation were successfully completed, with the necessary transitional arrangements in place to support the transfer of the brand and continuity of operations.

David combined strong transformation leadership with financial, commercial and negotiating capability. He was particularly effective at bringing structure to a complex international transaction, connecting the different workstreams and resolving issues that could otherwise have delayed completion. I would recommend him to organisations requiring experienced leadership to complete complex carve-outs, disposals and business transitions.

CT — Commercial Director, Unilever

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Private-equity carve-out and standalone readiness

Assignment: Interim Financial Consultant — Empowering People Group

David Roberts worked with us during the separation of a private-equity-backed business from its former group.

David took responsibility for establishing the financial foundations required for the business to operate independently. He quickly assessed the existing arrangements, identified the principal risks and dependencies, and translated a complex separation programme into a clear and practical delivery plan.

His work included developing the target finance operating model and putting in place appropriate governance, controls, systems and management reporting. He also addressed the critical requirements for payroll, treasury, data migration, budgeting, forecasting and audit readiness.

David worked effectively with senior management, investors, functional leaders and external advisers to prepare the organisation for Day One. He balanced the immediate demands of the carve-out with the need to create a finance function capable of supporting the business after separation.

The assignment established the finance foundations for independent operation and private-equity-level scrutiny. David also developed the priorities and 100-day plan required to move the function from initial readiness towards a stable and scalable operating model.

David brought structure, pace and sound judgement to a demanding programme. I would recommend him to organisations requiring experienced financial leadership through a carve-out, separation or similarly complex transformation.

Approved client testimonial — Empowering People Group

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Strategic finance and complex transformation

I worked with David Roberts from 2002, initially when he supported the business as an interim contractor and subsequently as Chief Financial Officer, during my time as Chief Executive of Racal Instruments Group Ltd, later EADS Test & Services Ltd.

David is a confident strategic thinker with strong financial and general-management capabilities. He made a significant contribution both to the financial management of the company and to the overall direction of the business.

David led the work required to establish Racal Instruments Group as a separate legal entity in preparation for its sale to EADS. This included selecting and implementing the ERP system, establishing the necessary corporate-governance arrangements and overseeing implementation of the company management system. He also led the UK company’s financial due-diligence activities during the sale.

Following the acquisition, David managed several important change initiatives, including integration into EADS cash pooling, establishment of the Indian branch office and implementation of transfer-pricing arrangements with EADS Test & Services companies worldwide.

In his principal responsibilities for financial management and as Company Secretary, David operated with integrity and professionalism. His responsibilities also extended to Quality Assurance, Information Technology and the commercial function, including contracts and the agreement of rates with the Ministry of Defence.

David combined analytical rigour with a broad strategic perspective. He was particularly effective at seeing the connections between different parts of the organisation, challenging established constraints and turning complex issues into practical structures and actions. He brought energy, initiative and sound commercial judgement to a period of substantial organisational change.

I valued David’s contribution greatly and would recommend him to organisations requiring experienced financial and commercial leadership through complex transformation.

Doug McGinn — former Managing Director and Chief Executive, EADS Test & Services Ltd

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Merger integration and transformation

David Roberts worked with me as Interim UK CFO of Hoechst Marion Roussel during a critical period following the merger of three pharmaceutical companies.

The businesses had different finance organisations, systems, processes and ways of working. David played a central role in resolving the resulting merger issues and bringing the three UK finance functions together as one effective organisation. He provided clear financial leadership while addressing the practical challenges of integration, including the implementation of SAP and the introduction of common reporting, control and decision-making processes.

The UK integration was completed within one year. David helped create a more consistent and efficient finance function capable of supporting the newly combined business and delivering the planned operational and financial synergies.

Following his UK role, David contributed to a wider global project to standardise financial policies and procedures across Hoechst Marion Roussel. This included developing a single methodology for costing and transfer pricing, improving consistency and transparency between manufacturing operations and eliminating distortions created by differing local approaches.

This work supported the wider rationalisation of the group’s global manufacturing and operational capability, delivering substantial efficiencies and considerable savings.

David combined strategic financial leadership with the ability to resolve complex operational issues and implement practical change. He made a significant contribution both to the successful integration of the UK businesses and to the development of a more consistent and efficient global financial operating model. I would recommend him to organisations requiring experienced CFO leadership through complex merger integration and transformation.

Richard Markham — former CEO, Hoechst Marion Roussel

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Finance transformation and programme assurance

David Roberts worked with us on a Board-sponsored transformation and integration programme across three regulated businesses within Pennon Group.

The programme included the integration of a major billing platform and associated technology changes. These changes had direct implications for revenue, customer balances, aged debt, accruals, management reporting and the financial-control environment.

David provided senior finance-transformation leadership and independent challenge across the programme. He helped ensure that technology delivery was assessed not only against technical milestones but also against the financial, operational and control outcomes required by the business.

He brought together finance, technology and operational perspectives to identify the end-to-end consequences of the proposed changes. This included reviewing interfaces, reconciliations, data flows, control ownership, reporting requirements and the treatment of financial risks arising during the transition.

David made an important contribution to readiness and go/no-go governance. He challenged whether the available evidence genuinely supported the reported programme status, identified unresolved dependencies and helped translate complex technical issues into clear financial and business implications for senior stakeholders.

He also supported improvements to finance processes and the management-accounting close, contributing to a reduction of approximately three to five working days in the reporting timetable. His work strengthened the connection between programme delivery, financial control, management information and audit requirements.

David combined detailed financial understanding with a broad transformation perspective. He was particularly effective at identifying the gaps between reported technical progress and genuine business readiness, while remaining focused on practical solutions and successful delivery.

I would recommend David to boards, CFOs and transformation sponsors requiring independent, experienced leadership across ERP, billing, finance transformation or other technology-enabled change programmes, particularly where financial control and operational readiness are critical.

PG — Group Financial Controller, Pennon Group

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Order-to-Cash transformation and cash release

Assignment: Interim Transformation Lead — Trustonic

I worked with David Roberts when he joined Trustonic during an important stage in the development of the business.

David quickly identified that the Order-to-Cash process was restricting cash conversion and creating unnecessary complexity across sales, contracting, billing and collections. He brought the relevant teams together, clarified responsibilities and redesigned the process around stronger commercial discipline, better information and clearer accountability.

He helped improve the use of Salesforce and the connection between commercial activity and financial management. This gave management better visibility of the sales pipeline, customer commitments, billing requirements and expected cash receipts.

The changes David led released approximately $2.6 million of cash while also creating a more controlled and scalable Order-to-Cash process. His contribution extended beyond the technical work: he supported and mentored members of the executive team and helped strengthen the organisation’s approach to performance and decision-making.

David combines financial rigour with a strong understanding of commercial and operational priorities. He is able to identify the causes of a problem quickly, engage people across functional boundaries and turn analysis into practical action and measurable results.

I would recommend David to private-equity-backed and technology businesses requiring experienced leadership to improve cash, strengthen execution and build the infrastructure needed for growth.

Approved client testimonial — Trustonic

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Multi-entity Record-to-Report transformation

Assignment: Interim Finance, Transformation & Tax Manager — Tony Blair Institute for Global Change

I worked with David Roberts when he joined the Tony Blair Institute for Global Change to support a major finance transformation.

David led a Record-to-Report transformation covering 15 entities. He reviewed the existing close, reconciliation and control arrangements and established a clearer and more consistent approach across the group.

He brought structure to a complex international environment, clarified ownership and introduced stronger standards for balance-sheet reconciliations, financial controls and period-end reporting. He also oversaw the introduction of a reconciliation tool capable of automating approximately 80% of the process, reducing manual effort and improving the quality and transparency of financial information.

David worked effectively across Finance, Technology and operational teams, turning the transformation objectives into practical processes and deliverables. He was equally comfortable addressing detailed accounting issues and engaging senior stakeholders on the wider operating-model and governance implications.

During the assignment, David also provided interim leadership of the UK tax function, including oversight of VAT matters, ensuring that essential responsibilities continued to be managed while the wider transformation progressed.

David brought considerable experience, sound judgement and a strong focus on delivery. I would recommend him to organisations requiring senior leadership of a complex finance transformation, particularly where standardisation, control improvement and technology-enabled process change are required across multiple entities.

Approved client testimonial — Tony Blair Institute for Global Change

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Finance stabilisation and sustainable operating model

Assignment: Interim CFO — International Institute for Environment and Development

David Roberts joined IIED as Interim CFO at a time when the organisation needed to stabilise its finance function, complete its statutory reporting and strengthen financial planning and management information.

David provided leadership across Finance, IT and HR. He quickly assessed the immediate priorities, introduced greater structure and accountability, and worked closely with colleagues to rebuild confidence in the finance function.

Under his leadership, the statutory accounts were completed to deadline. He strengthened financial controls and reporting and established an FP&A capability to improve budgeting, forecasting and management decision-making.

David also introduced greater oversight across a portfolio of approximately 140 projects. This helped improve visibility of project performance, financial commitments, delivery risks and the use of both restricted and unrestricted resources.

Alongside addressing the immediate issues, David developed a more sustainable target operating model for the function. He balanced the need for stronger financial discipline with an understanding of IIED’s charitable purpose, funding arrangements and programme-delivery priorities.

David brought clarity, calm leadership and practical experience to a challenging situation. I would recommend him to charities and purpose-led organisations requiring an experienced interim CFO to stabilise finance, improve organisational capability and establish a sustainable platform for the future.

Approved client testimonial — International Institute for Environment and Development

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COVID recovery and organisational restructuring

Assignment: Transformation Director — Zoological Society of London

David Roberts worked with the Zoological Society of London during the unprecedented disruption caused by the COVID-19 pandemic.

The closure of visitor operations created immediate financial and operational pressures and required the organisation to respond rapidly while protecting its long-term mission. David brought together the financial, organisational and delivery aspects of the recovery programme and helped translate the required changes into a structured and achievable plan.

He worked with senior leaders and stakeholders across the organisation to assess priorities, identify savings and establish clear governance over the restructuring programme. His approach combined robust financial analysis with an understanding of the operational and people implications of change.

David helped develop and coordinate measures delivering approximately £8 million of savings. He introduced discipline around programme planning, benefits tracking, risks, dependencies and decision-making, giving leadership greater confidence that the changes could be delivered effectively.

Throughout the assignment, David remained calm, constructive and focused on practical outcomes. He understood the importance of achieving financial sustainability while respecting ZSL’s charitable purpose, its people and its conservation responsibilities.

I would recommend David to organisations requiring an experienced transformation leader to navigate financial pressure, organisational restructuring and complex stakeholder environments.

Approved client testimonial — Zoological Society of London