Evidence of the senior judgement and implementation capability used to diagnose and close Capability GAPs across transformation, M&A, finance, technology and operating-model change.
Pharmaceutical integration and transformation
Situation: Three pharmaceutical businesses required integration following major corporate change.
Intervention: Led UK finance integration, ERP implementation and manufacturing rationalisation as CFO.
Outcome: The businesses were integrated within one year and the wider programme delivered savings exceeding $100 million.
Read the full pharmaceutical integration case study
Private-equity carve-out and value realisation
Situation: Two technology and defence businesses required separation, performance control and preparation for sale.
Intervention: Led financial separation, governance, transaction support and buyer readiness.
Outcome: Supported disposals of the telecoms business for $160 million and the defence programmes business for $120 million.
Read the full private-equity carve-out case study
Acquisition integration and secure operating model
Situation: A $110 million acquisition of a security-sensitive industrial business required carve-out, integration and a secure operating structure.
Intervention: Led finance integration and establishment of the required governance and operating arrangements.
Outcome: Enabled transition into the new ownership structure with the controls and operating arrangements required for continued operation.
Read the full acquisition integration case study
Endorsements
“David is a confident strategic thinker with strong financial and general-management capabilities. He made a significant contribution both to the financial management and to the overall direction of the business.
He led the establishment of the company as a separate legal entity, the ERP implementation, corporate-governance arrangements and the UK financial due diligence for its sale to EADS. David combined analytical rigour, integrity and professionalism with an ability to turn complex organisational issues into practical action.”
Doug McGinn
Former Managing Director and Chief Executive, EADS Test & Services Ltd
“David joined Hoechst Marion Roussel as Interim UK CFO during the integration of three pharmaceutical companies. He played a central role in resolving the merger issues, bringing the UK finance functions together, implementing SAP and establishing common reporting, control and decision-making processes.
He subsequently contributed to a global project that standardised financial policies, costing and transfer-pricing methodology across the group. This supported significant improvements in manufacturing and operational efficiency and delivered considerable savings. David combined strategic financial leadership with the practical ability to implement complex change.”
Richard Markham
Former Chief Executive Officer, Hoechst Marion Roussel
Recent transformation leadership
Assignments have included finance and ERP transformation, shared services, billing integration, M&A integration and carve-outs, reporting and controls, FP&A, charity sustainability, operating-model redesign and programme recovery across PLC, private-equity, global corporate and not-for-profit environments.
Client confidentiality is respected. Further relevant examples can be discussed in confidence.
Not-for-profit finance leadership and sustainability
Explore how GAP’s not-for-profit finance and transformation experience supports diagnosis, funding readiness, implementation and stronger internal capability.
Explore the not-for-profit service, case studies and client perspectives